HF 5381 
.W28 
Copy 1 


THE OCCUPATIONAL READJUSTMENT 
SERVICE OF THE Y. M. C. A. 


WEAVER 





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The Occupational Readjustment 
Service 

of the 

United Y. M. C. A. Schools 
Methods and Studies 


Copyright 1919, by E. W. Weaver 
»» 


The Educational Council 

347 Madison Ave., New York 



3EC 22 1919 



©CI.A55ail9 



■^0 


I 


PRELIMINARY ANNOUNCEMENT 


Today, as never before, our country calls for the inaximum 
efficiency of every man in that occupation in which he can 
render the largest social service with the fullest satisfaction 
to himself. 

The thousands of young men whose careers have been in¬ 
terrupted by the war are entitled to every possible considera¬ 
tion and assistance in making their occupational readjust¬ 
ments. Some of them have returned to find themselves in¬ 
capacitated for their former pursuits; some have found their 
former business enterprises discontinued; some, because of 
the difference between their earnings and the comparatively low 
service pay, or because of the necessity for assuming the 
support of the dependents of their fallen comrades, have finan¬ 
cial obligations which compel them to seek and to prepare for 
more remunerative occupations; some by their absence in 
the country’s service have lost their chances for promotion 
and the periodical advancements in pay; some find that their 
obligations do not permit them to resume their professional 
studies; others, by virtue of their larger visions have formed 
new ambitions; and all are possessed with desires to attain 
to larger degrees of efficiency in order that they may make 
their full contrihutions to the discharge of the obligations 
which have been laid upon the nation by their dead, com¬ 
rades. 

The Y. M. C. A. has in operation the machinery for dis¬ 
charging our nation’s obligations to these men in the work 
of assisting them in 'planning their readjustments, in prepar¬ 
ing for more promising work, and in placing them after such 
preparation where they can realize their maximum values. 

Tlie local Associations may not feel financially able to per¬ 
form this service to those who have served the government 
with the expeditionary forces and in the war industries free 
of charge. The Educational Council of the International Com¬ 
mittee has, therefore, arranged that within certain restrictions 
grants are to be made to the local Associations to assist them 
in discharging these obligations in their several communities. 

The local Associations which are prepared to give to appli¬ 
cants who have been honorably discharged from the army, navy 
or marine service or from the war industries, assistance in 
planning their futmres are to receive for each applicant so as¬ 
sisted a grant of $5. The Associations which through prop¬ 
erly organized Employment Departments place such appli¬ 
cants in positions shall he reimh^irsed for the cost of this ser¬ 
vice, hut grants for this purpose shall not exceed $5 for each 
applicant so placed. 

Reports of this work are to be made monthly on forms sup¬ 
plied by the Educational Council. 

Careful distinction must he made between these two kinds 
of service. The candidate who applies to the employment of¬ 
fice, knowing what he wants and being prepared for the kind 
of work which he expects is to be considered in claiming the 
second grant Applicants for whom well defined plans are 
made, either in the way of the preliminary education for 


vocational purposes, or in the way of employments for appren¬ 
ticeships which prepare for promising occupations may be 
considered in claiming the Occupational Guidance grants. 

These grants shall be available from Jan. 1, 1920. Inasmuch 
as the funds are limited Associations are advised to offer this 
free service only for January and February. As soon as the 
reports for January have been received definite announcements 
can be made concerning the length of time for which these 
grants may he continued. It is important that reports should 
be mailed promptly at the end of January. 

The successful handling of all these varied needs and com¬ 
mendable desires calls for wisdom in the choice of objectives, 
and careful planning for reaching these objectives. This plan¬ 
ning may call for short and intensive training to increase an 
applicant’s educational equipment, or supervised employment 
to bring him marketable experience in the shortest possible 
time, or a combination of the two. 

Since every case must be considered on its own merits, it 
is difficult to prescribe a comprehensive routine method. In 
the course of time everj' adviser, out of his experiences, will 
develop a technique of his own. All secretaries have been 
handling cases of vocational adjustment and readjustment. 
The Association has been a pioneer in this field. Systematic 
methods for doing this work must be based upon a collection 
of the records of these secretaries and of others who have 
been doing work along these lines. Such a collection of rec¬ 
ords should be indexed by occupations. 

The student of these cases will readily see what equipment 
is needed and what organization is desirable for this kind of 
human engineering which the Association through its widely 
scattered branches will be called upon to do more extensively 
as the public becomes educated to the need for the wise man¬ 
agement of our human resources. 

After the present emergency has been properly handled 
there will continue to be with us the urgent demand for the 
proper occupational guidance and employment supervision of 
the six million gainfully employed minors, from whose ranks 
come three-fourths of the men of affairs and the women of 
influence. 

Officers of the Association who do this work are requested 
to forward to this Bureau, the records of unique cases, re¬ 
ports of special methods, digests of useful occupational in¬ 
formation, for circulation thfoughout the Association. 

This material will be printed on separate sheets for con¬ 
venience in filing under appropriate titles. 

Criticisms of these tentative plans should be forwarded at 
once so that the necessary modifications may be included in the 
final edition. 

The Director of Occupational Guidance, Room 410, 347 
Madison Avenue, is prepared to furnish to secretaries sug¬ 
gestions for handling cases of exceptional difficulty. - 


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4 


OCCUPATIONAL READJUSTMENT 

TYPICAL CASES 


L The Drifter 

One Harold Donner, which, by the way, was not his name, 
drifted into the office. He was still wearing his uniform. 
The counsellor started him on the story of his service and 
after friendly relations had been established started him to 
talk about himself. Harold had drifted out of the elementary 
schools, somewhat retarded in his classification; he had drifted 
about in meaningless employments for several years and drifted 
into a recruiting office early in the war. Shortly after he 
had arrived at a training camp he was assigned to service 
as an orderly to one of the subordinate officers. He had never 
advanced beyond this stage, and was mustered out of the 
service soon after the armistice was signed. 

He applied to the Employment Secretary for a position. 
The Secretary was confronted with one of the most difficult 
of the cases which come to him: a worker with a man’s de¬ 
sires and needs, but with no knowledge, nor skill, nor experi¬ 
ence having a market value sufficiently high to enable him 
to meet these wants. The applicant was referred to the Voca¬ 
tional Adviser. 

His physical development seemed normal. The writing on 
the self-analysis blank which he had filled out, tested by 
Ayer’’s Handwriting Scale, showed a low rating. From a 
bundle of book-keeping currency he was asked to count out 
the correct amounts to pay three separate bills which were 
given him. His procedure was awkward and the results were 
inaccurate. The conversation developed that he had little 
information about current events, did little reading and that 
he had no fixed purposes. From his accounts of the officer 
whom he had served in the army, it was evident that this 
man had to resort to harsh measures to get satisfactory serv¬ 
ice. This treatment had not improved the young man’s opin¬ 
ions of himself. 

The tests for vision, such as are usually used in schools, 
showed that his eyesight was normal, and his hearing, tested 
by the distances at which he could hear the ticking of a watch 
first by one ear and then the other, showed no defects. He 
complained that he tired easily, and stated that he never had 
any interest in athletics. Under the pretext of assuring him 
that the complaints which he made were not due to a weak 
heart he was asked to have his family physician examine him, 
but the adviser desired to assure himself that the applicant’s 
inertia was not due to unhygienic living, and this purpose 
was communicated to the physician before the applicant ap¬ 
peared for the examination. The physician when informed of 
the reasons for the procedure readily cooperated and from 
him information was obtained about the home conditions. 

When the applicant returned for his second interview the 
adviser had placed him in, what a French p.sychologist calls 
the purely vegetative class; that is, he was satisfied in com¬ 
mon with the rest of his family as long as nothing interfered 
with his three meals a day and a night’s rest, that he re¬ 
sponded only to external influences and about as readily to 
those which were unfavorable to his development as to other 
stimuli. 

The diagnosis suggested the advisability of removing the 
young man from the atmosphere in which his family and his 
associates moved to surroundings in which higher standards 
prevailed. 


The counsellor reviewed in his memory a long list of op¬ 
portunities with which he was personally familiar in his 
efforts to recall some work in which this applicant could use, 
as a starting point, his camp experiences and in doing which 
he could be placed in stimulating surroundings. By a process 
of elimination his mind centered upon a promising lead. It 
came to him that one of the colleges maintained an experi¬ 
ment station in which students of the engineering classes did 
their field work. The boarding department of this camp used 
a man to assist about the place, meet the trains, and attend to 
the baggage. The negotiations which followed produced satis¬ 
factory results. This place was most favorably presented in 
the list which was submitted to the applicant from which 
he was to make his own choice. He decided to try the work. 
The plans which were made, included a list of the deficiencies 
in education which had to be made up before the applicant 
could expect to get into any promising lines. It was sug¬ 
gested to him that as soon as he could find how much un¬ 
occupied time he had at his disposal, he should arrange with 
a student of the camp to give him private instruction in com¬ 
mercial arithmetic, so that later he could begin a correspond¬ 
ence course in book-keeping, or attend upon class instruction 
if he found one accessible. 

The interviewer also secured the cooperation of the man 
in charge of the camp and followed the applicant with fre¬ 
quent letters, in which reference was made to very desirable 
opportunities and inquiries in regard to the applicant’s readi¬ 
ness to enter some advanced employments. This served as 
an incentive to him in his studies. The atmosphere of work 
which he found about these students in the camp also had a 
favorable influence. At the beginning of the fall term the 
clerk in the steward’s office left and our young man was given 
a trial at this work. Some of the students who had become 
interested in the young service man, assisted him in mastering 
the details. In this capacity he is serving. The prospects are 
that he will qualify for promising work. The process was 
not unduly expensive but it required sympathy, judgment and 
tact. In due time this work will bring profitable returns in 
the way of a larger appreciation of the work of the Associa¬ 
tion. 

l.ike results have been obtained by placing men of this type 
temporarily with country employers and in country institu¬ 
tions where the employes live in the institutions. Opportuni¬ 
ties of this kind are not difficult to find. 

IL The Wanderer 

Reuben Green, energetic but aimless, at the age of 17, ran 
away from his step-mother’s home in a Missouri village. At 
St. Louis, every door was closed to the penniless boy except 
that of the Naval Recruiting Station. He entered and served 
his four years. In 1914, he wandered out o^^the Brooklyn 
Navy Yard with his discharge papers in his pocket, some¬ 
thing less than a hundred dollars in cash, and a very limited 
education, no business experience, some unrelated experi¬ 
ences which he had acquired as a mess attendant, and in 
such routine work as falls to the lot of an enlisted man, 
including some slight knowledge of machines. Service on a 
ship with a more active chaplain might have brought him to 
the end of his term of service less blissfully ignorant of the 


A2 


OCCUPATIONAL READJUSTMENT — TYPICAL CASES 


pitfalls and the opportunities of the great city into which 
he was dumped on that drizzly April morning. 

Before the end of his first fortnight of freedom, he had 
lost all his detachable belongings including his cash and his 
watch, also his faith in the countrymen whom he had served 
and whose women had assisted in despoiling him. During 
this fortnight he had also acquired an assortment of head¬ 
aches and other sicknesses not due to the action of the rolling 
billows. 

A comrade wdio had received assistance in securing employ¬ 
ment brought him to the Y. M. C. A. He was referred to 
the Vocational Occupational Adviser. He came friendless, 
unattractive, discouraged and indifferent. This volunteer coun¬ 
sellor was a social worker, a man of broad sympathies, familiar 
with occupational opportunities and requirements and having a 
wide acquaintance with the employers of the city. 

The interview of an hour was not given to psychological 
experiments, nor to reproaches, nor to sermonizing. It was 
a friendly visit devoted to the purpose of getting acquainted, 
of helping the young man to take stock of himself, particu¬ 
larly of his marketable experiences. The interviewer painted 
in somewhat exaggerated colors a few of the vistas along 
the avenues which were open to the young man. He would 
become a machinist and later a shop foreman. Detailed plans 
were made to this end, the young man signed an obligation 
to adhere to these plans unless the same were modified after 
consultation with his adviser. 

He could not secure employment as a machinist at the be¬ 
ginning, because his wages as an apprentice would not be 
high enough to provide for his maintenance and moreover his 
references were not such that he could secure employment 
in a competitive field. The interviewer could place him as an 
elevator man, at wages which would enable him to support 
himself, but the hours were long. The requirement was made 
that a stipulated sum was to be paid weekly into the savings 
bank in order to provide for the cost of educational courses 
later on. 

The change from the open life on shipboard to close con¬ 
finement for long hours had its undesirable effects including 
several lapses. The first six months of service were com¬ 
pleted, however, with satisfaction to the employer, through 
whose efforts the young man secured a position as helper to 
the machinist of a factory in which this employer had an in¬ 
terest. Meantime the young man had enrolled in the Y. M. 
C. A. course in Plan Reading, later he began a course in 
Mechanical Drafting. As a helper in the shop he now re¬ 
ceived $18 for a 48 hour week, while as elevator man he had 
been receiving only $1.3 for a 60 hour week. A short record 
for reliability was worth to him $156 a year. 

At the end of the first year after his discharge from the 
Navy he was in many ways a changed man; that spirit of 
subserviency, and lack of independence of action so charac¬ 
teristic of one who has been under control of a blustering 
superior during his formative years, was absent. Through 
the efforts of the Religious Secretary he had become inter¬ 
ested in the Men’s Bible Class; through the efforts of the 
same officer he was persuaded to get into touch with the sur¬ 
viving members of his family; a brother, somewhat of a ne’er 
do well, and a sister who was at the time serving as a domestic 
in a farmer’s family. The sister was ambitious to take a 
teacher’s training course and was saving her earnings for this 
purpose. Our young man was led to see his responsibility 
to his family and to assume his full share of it. This gave 


him an additional incentive to push along with his studies 
and to advance himself in his work. 

At the end of the second year of his employment he had 
become an adjuster and repair man on automatic machines, 
having also completed courses in Plan Reading, Mechanical 
Drafting and in Shop Mathematics. He was earning $30 a 
week when the war broke out and immediately offered him¬ 
self for service but was rejected by the medical examiner. 
By this time he had become very anxious to see his kinfolks 
and he decided on a western trip. His original adviser gave 
him letters to an employer in Kansas City where he later 
secured work and in that city he joined with his brother and 
sister in establishing a home. 

The younger brother was taken in the draft, served over¬ 
seas and the sister is now a teacher in the elementary schools 
of that city. 

This man who was assisted during four years to plan his 
education and his experiences in the same way that the more 
favored who can continue in schools have their work planned 
for them, as a social asset has an income producing value 
equal to the annual interest on $30,000 to say nothing of his 
additional value as a brother, a satisfied citizen, and a lay 
religious worker.- 

A service of this kind continued over several years, involv¬ 
ing the time of high-salaried advisers, is not covered by tbe 
comparatively small consultation fee which the vocational mis¬ 
fit can afford to pay, but when the payments made for edu¬ 
cational courses later on are considered, the cost of the con¬ 
sultation service is fully repaid to the Association and part 
of this cost may fairly be charged to promotion accounts. 

III. A Caller from No Man’s Land 

Gustav Swenson’s father was a longshoreman; his mother’s 
time was fully occupied with looking after the smaller Swen¬ 
sons. Gustav was his own boss. The school forgot all about 
him as soon as the discharge clerk filled out his certificate 
showing that he had reached the age of fourteen. It should be 
remembered that this important school function of launching 
a boy out on a wage-earning career is usually performed by 
the clerical assistant of the office who is usually the poorest 
paid worker in the school. The well-paid official of the health 
office who made out his employment certificate had neither 
the time nor the inclination to concern herself about the busi¬ 
ness prospects of the uninformed Gustav in the future into 
which he was stumbling. Gustav knew the corner grocery- 
man, whose service meant such small pay and such long hours 
that he was generally in need of a delivery boy. Gustav took 
the job and served his master patiently. The master knew 
that evening schools educated boys out of his service so he 
had no desire to recommend the needed additional schooling. 
The pastor of the little Scandinavian church of whose Sunday 
school Gustav had been a member was too busy with the 
financial and other calls upon his little church to give any 
thought to the boy who was headed for nowheres. No one of 
all our many social agencies was especially charged with the 
guardianship of this ward of the nation. He lived in a veri¬ 
table No Man’s I^and. 

When he was nineteen years old he was earning $12 for 
his week of long hours. The men of his nationality for long 
generations back have been subject to strange emotions at 
about this age. In Gustav’s rounds among the homes in Bay 
Ridge there was sure to be found tbe cause which awakened 


OCCUPATIONAL READJUSTMENT — TYPICAL CASES 


A3 


in him these emotional disturbances. Anna’s mother could not 
for a moment regard witli favor a $12 a week grocery clerk. 

Gustav’s awakening came with somewhat of a shock. What 
kind of a better man could he make of himself? In an ad¬ 
vertising window he saw the announcement of a Y. M. C. A. 
course in stenography. A young man whom he sometimes 
saw at a distance, who evidently had good earnings to spend, 
who was looked upon with much favor, was a stenographer. 
Why couldn’t he be one? He must go down to inquire. The 
Educational Secretary who concealed his doubts, referred him 
to the Vocational Adviser. 

This counsellor was friendly. Gustav was frank, even to 
a statement of the cause of his ambitions. Sure, he knew that 
he alw’ays had trouble with his spelling and as for grammar, 
well, he never could learn it. Might he get ahead in some¬ 
thing else? To be sure he could learn a trade but he would 
have to begin at $8 per week and he has been giving his 
mother that mucli and then it would take him four years to 
learn a trade. No, he could not take up a trade. He did not 
say it, but he feared that before the end of four years Anna 
would be gone. 

Might he get a job in an office where there was a chance 
to get ahead? The counsellor could hardly imagine the mus¬ 
cular Swede at an office desk. He spoke of the confinement 
and all sorts of disadvantages, the need for long study. 

Under the pretext of making some purchases before the 
stores were closed the interviewer invited Gustav to walk 
with him to Flatbush Ave. A few purchases were made and 
on the way back the interviewer asked the young man what 
lie thought of that store. Then he rattled off a long list of 
articles of which the stock was very low. In reply to the 
question as to how he had managed to see all that in such a 
short time, he replied that every morning before he started 
out to take his orders from the customers he was accustomed 
to go around his store to see in what articles the stock was 
low. Of course, in taking orders you do not call the atten¬ 
tion of customers to these articles. No, his boss did not 
teach him to do this. He had found that it was a good plan 
and it saved trouble later in the day. There followed a dis¬ 
cussion of the retail grocery business during which the in¬ 
terviewer learned that there was a great deal more about this 
business than he had ever suspected. The young man had an 
amazing knowledge about current prices, qualities and brands 
of food products. His stories about the buying methods of 
his various customers, his collection schemes and his methods 
of avoiding accumulations of poor accounts showed that he 
was a born salesman. 

A discussion of the prospects in the various fields of sales¬ 
manship followed with stories of young men who had made 
their ways into these fields. A plan was worked out. 

This plan called for (1) continued service in the retail 
grocery until a call should come to the Employment Secretary 
for a grocery salesman in a wholesale grocery house, and 
meanwhile a course in elementary book-keeping, (2) service 
as city salesman for a wholesale grocery and the Y. M. C. A. 
course in Salesmanship and Public Speaking, (3) service as 
salesman of specialties on commission in which the possible 
earnings were larger, (4) management of agency for selling 
specialties, (.5) partnership in a jobbing house. 

At the end of four years he had progressed to the third 
step, his commissions as he reports them for some months are 
equal to the earnings of the one time grocery clerk for a 
quarter of a year. He is not .satisfied. He is seeing pros¬ 


pects, moreover, the attitude of Anna’s mother towards him 
has undergone a change, he has measured himself by the 
otlier son whom he has met in business and in the educational 
classes and he has found himself. Tlie Y. M. C. A. through 
this service for which he has paid for has done for him what 
the many community endowed and supported institutions are 
doing for those who are so situated that tliey can give years 
of unremunerative preparation for their vocations. 

IV. A Discontented Office Worker 

Unusual experiences in the war have aroused in many men 
new ambition. In Jan., 1919, one of the Educational Secre¬ 
taries sent to the writer a young man who had come out of 
a somewhat unusual hospital experience determined tliat he 
would become a physician. Here was a job that carried with 
it that appreciation of services well performed which was 
wholly lacking in tlie office in wliich he had been a routine 
stenographer before he had been drafted into tlie army. 

The young man whom we shall call Fred Brown was twen¬ 
ty-six years old. He had an elementary education, training 
in stenography at a short course commercial school and a 
business experience which was largely confined to the office 
of an exporting house. He had saved a little money, had no 
special obligation outside of his own support and no pros¬ 
pect of any financial assistance wliile he was working out 
his proposed task. His intellectual activities since leaving 
the commercial school did not point to tlie possession of any 
unusual aptitudes in that line. Neither his business career, 
his social activities, nor his military record, disclosed any 
aptitudes for leadership. He lived in a Y. M. C. A. dormitory 
but was not specially active in social activities. During a 
rather brief sojourn overseas he had become interested in the 
study of French which he thought he would continue. 

A character analyst whom Fred had consulted, told him 
that the shape of his hand indicated that he could succeed 
as a surgeon. In a discussion of his work as a stenographer, 
it appeared that he had exercised considerable ingenuity in 
inventing new word signs to meet the special requirements 
of his work. He had also volunteered to their office manager 
some suggestions about improving the routine of work which 
were adopted. 

Neither the young man’s financial condition nor his academic 
credentials permitted him to enter, at once, upon a medical 
course. He was advised to resume his former position which 
was open to him, save his money and meanwhile pursue such 
educational courses as would secure his admission to medical 
college in case he should desire to do so. It was pointed out 
to him that his medical training and the following years 
of hospital service would require from seven to ten years; 
that this would also require during his unremunerative years 
an outlay of from .$3,000 to $5,000. 

He was ambitious to better himself. It was well for him 
to consider other promising avenues which were open to him. 
If to his experience he could add some special knowledge such 
as he could secure while M'orking, he might advance himself 
to a position as office manager, as an executive secretary, or 
as a foreign trade representative; in all of which fields his 
remuneration would probably equal the net earnings of the 
average physician. 

So he was advised that in planning studies for college 
entrance credentials he should preferably select the subjects 
which would fit him for service in any of these other fields. 


OCCUPATIONAL READJUSTMENT — TYPICAL CASES 


A4 

For entrance to a medical college a foreign language is re¬ 
quired and two are accepted. Commercial subjects may also 
be oifered. He was advised to enroll for French at once and 
in the meantime prepare for his regents’ examinations in 
those subjects which he had studied while at school. 

For his further information he was advised to secure from 
the public library and to read Weaver’s Medicine as a Pro¬ 
fession, Schulze’s Office Management, and Reid’s Young Man’s 
Chances in South America; to talk the matter over with one 
of the members of his firm whom he happened to know fairly 
well and particularly to inquire about the prospects for him 
as a foreign trade representative for his firm; and later to 
return for a further discussion of the subject. 

Witliin a week he returned with the information that his 
employers urged him to push along his preparation in French 
and to take up the study of Italian so that he would be ready 
as soon as conditions made it advisable for them to push 
their trade in French and Italian fields. The proposition and 
the prospects seemed attractive to him. He entered at once 
upon an educational course which was outlined for him. 

Thousands of workers drift into routine work at an early 
age. When they develop capacities for executive work they 
find themselves unable to extricate themselves, drift along to 
become centers of industrial unrest and disturbance and if 
possessing capacities for leadership, a menace to our institu¬ 
tions. 

For its own protection, society must see that there are open 
avenues for advance for all these workers. In providing edu¬ 
cational equipment for advancing workers along these avenues 
the Y. M. C. A. has been rendering the pioneer service. Ef¬ 
fective service of this kind calls for a more complete correla¬ 
tion of all the agencies. 

Employers are beginning to see that it pays better to en¬ 
courage workers to spend their energies in preparing for ad¬ 
vancement either within, or outside of their own ranks than 
to permit these energies to be expended in fermenting disloy¬ 
alty and class hatred. Counsellors are safe in counting upon 
the cooperation of employers. 

It goes without saying that for effective service to this 
class the interviewer needs to have a wide knowledge about 
industrial processes and business methods in order to see 
clearly the avenues for advancement which are open to any 
particular individual. 

The descriptions of industrial processes which are found 
in the bulletins of the Departments of Labor are helpful, and 
a full library of more recent books on occupations should 
be accessible. 

The membership enrollment cards should contain informa¬ 
tion which would enable an interviewer to locate readily an 
affiliated member especially qualified to give advice in regard 
to the best methods of getting ahead. Nothing will take the 
place of a properly indexed collection of personal histories 
which have been collected by the interviewer himself in his 
own field. Here he has a decided advantage over other pro¬ 
fessional men. His laboratory material is everywhere within 
sight. 

V. The Overgrown Infant 

One Garret Blakeley, through an appointment made for 
him by his aunt, came to a vocational clinic maintained by 
an Association. This clinic was conducted as an experi¬ 
ment. A consultation fee of $3.00 was charged, of which 


$2.00 was for the necessary expenses of the adviser and $1.00 
for the Association. The four years during which the cases 
have been followed have shown that such a service can be 
made helpful to probably 70 per cent of the misfits who drift 
into such an office and be of great value to half of this 70 
per cent. 

The appointed evening turned out to be a cheerless winter 
night. The counsellor found it hard to pull himself away 
from a comfortable study when a telephone call reminded him 
that his patient was awaiting his appearance. This patient 
when he was commended for venturing out on such a disagree¬ 
able night informed him that his aunt “just made him come.” 

Garret was twenty-two years old. With a minimum of 
preparation and a maximum number of conditions he had 
managed to get into a New England college during the pre¬ 
vious September. His aunt had agreed to pay his expenses. 
During the first week, without consulting her, he changed to 
another college in order to be with some members of his 
high school fraternity. At the end of the first semester he 
was dropped from the rolls of this second college on account 
of his unsatisfactory record in his studies. Previous to his 
appearance for this interview he had tried two different jobs 
and left both because of “poor prospects.” 

The interviewer tried to play several psychological games 
with the applicant. “No, he never cared for chess.” “Played 
cards sometimes for small stakes.” “Never had been captain 
of an athletic team. Played on the junior foot-ball squad 
one season.” “Never held any office in a scholastic society. 
Belonged to a social club and to a fraternity.” “Sometimes 
went to evening service with his mother.” “Didn’t care much 
for reading the papers, nor for history.” 

He was asked to mark three specified numbers in a paper 
containing 50 miscellaneous mixed digits. The operation was 
timed. His rating on this cancellation test was low. As a 
spelling test he was asked to write the names of twenty ar¬ 
ticles outside of articles of food or wearing apparel which 
he had purchased during the last month. The list did not 
indicate that he was interested in anything that did not con¬ 
tribute to his own comfort. The small attendance at the gym¬ 
nasium on this particular evening, permitted the physical di¬ 
rector to take his measurements, try his strength of grip, and 
his lung capacity. He was slightly underweight and of low 
vitality. 

The young man was asked to call a week later and during 
the week the adviser obtained his family history by confer¬ 
ring with the aunt over the telephone. 

Garret’s great grandfather was the head of a wholesale 
business. The family was prosperous and the sons followed 
their own inclinations, inherited shares in the business whose 
decline set in as soon as it was turned over to their sole man¬ 
agement. Dissensions arose. The sources of income barely 
survived the second generation. The young man under con¬ 
sideration was the only son of a father whose family was 
trying to live up to expensive standards on the earnings of 
an untrained man. The mother was a disappointed and help¬ 
less woman. The father’s younger sister was a librarian, 
having grown up when the conditions of the family fortune 
made some definite training imperative. The librarian un¬ 
dertook the education of the boy and was rather liberal in 
the allowances which she made him. She also announced to 
him that the fee which she paid for this interview was the 
last investment which she would make for him. 

The first problem was to arouse in him a sufficiently strong 


OCCUPATIONAL READJUSTMENT - TYPICAL CASES 


sense of responsibility to call forth his best eiforts. He was 
untrained. He had to do something for his own support. 
His only asset was his social training and the respectability 
of his family. His zeal in the interests of his high school 
fraternity indicated that he valued the approbation of others 
so this incentive was appealed to. Particularly, the appeal 
was made to him as the son of worthy Americans to hold 
his own in the affairs of the city as against the sons of the 
immigrant. 

“Are you going to be something worth while ?” 

“Sure!” 

The price of a position was set forth in unmistakable terms; 
the cost in self-denial; the cost in strenuous effort; the cost 
in subservience in the untrained work which he must take 
up while he is atoning for his sins of omission and commis¬ 
sion; and, especially the cost in the renunciation of the com¬ 
panionship of his free and easy going acquaintances. 

“Prove to me that you are going to do it.” 

“Well,* the re is nothing else to do.” 

“All right, now, for a stiff program.” 

The program was to be ready the following week. When 
he appeared he was introduced to a young man who had been 
placed in one of the large financial institutions a few years 
before. The young man was an active member of the Asso¬ 
ciation. A good worker and a persistent student. This young 
man was asked to relate for the benefit of Garret, his ex¬ 
periences with his employers. It was a stimulating story. He 
also agreed to take Garret with him the next morning and 
to introduce him to the Employment Manager and later, if 
he was employed, to give him what assistance was possible. 
He went to work to earn his own living and to live on his own 
earnings. His educational program was made out for him 
after he had served for a probationary period and was sure 
of his position. 

The plan called for a course in physical training, and then 
enroUinent for a complete commercial course. It may be said 
that after the aunt saw the changed attitude of the young 
man she relented to the extent of paying surreptitiously some 
of the fees, on which the boy thought he was getting a special 
rebate. 

During the four years following this interview the Employ¬ 
ment Department upon the recommendation of his adviser 
replaced the young man three times in order that he might 
obtain a greater variety of business experiences. For these 
new placements he paid the usual fees. 

During these four years there were two extended consulta¬ 
tions, four brief interviews and an interchange of a dozen or 
so of letters. During these years he was also able, at the 
request of the counsellor to place to advantage three other 
proteges. He had also paid into the Association over one 
hundred dollars in fees for instruction. 

Without this aid, the young man might have found his 
place to the $1,000 position which he held when he was called 
into military service and to which he returned at $1,500 when 
he was mustered out, but his vocational education under ex¬ 
pert supervision saved him many times his fees and cost but 
a fraction of what such an education would have cost him 
if it had been necessary for him to attend a vocational school 
for four years. 

There is current an impression that employers do not look 
with favor upon those who use them for working out programs 
of this kind, but it must be remembered that in the ranks 
of the untrained workers in every line of service, the labor 


A5 

turn-over is very great and expensive and that a young man 
wlio is working for the definite purjiose of gaining valuable 
experience is perhaps as stable as the drifter in his ranks and 
his work is much more effective than the work of the ordinary 
drifter. 

VI. One of the Handicapped 

Handicapped men will call upon every vocational counsellor 
and every emplojTOent office. Every Association will he called 
upon t® consider such cases as do not fall within the scope 
of operations of the Federal Rehabilitation Board. 

In 1911- the descendant of an old lyong Island family was 
sent to the vocational clinic with a letter from his pastor. 
This man whom we shall call Warren w’as at the time forty- 
two years old, unmarried and the support of two unmarried 
sisters, one of whom was an invalid. 

Warren had enjoyed the benefits of a commercial educa¬ 
tion, had begun work in a brokerage house in which he had 
risen to the position of chief clerk. At the age of thirty-six, 
his hearing began to fail but he continued to hold his position 
until the business changed hands. His new employers were 
less tolerant of his infirmities than the former members of the 
firm, and the old clerk was replaced by a younger and more 
competent man. 

His experience had been limited to this one kind of work. 
Not only this but his infirmities and his sensitiveness made 
it difficult for him to find employment. Meanwhile the re¬ 
sources of the family were dwindling and it was only in their 
extremity that their situation came to the attention of the 
pastor of the church of which they were members. 

The case called for immediate action. Institutions for the 
deaf usually present in their annual reports, records of the 
placements of their graduates. These were studied in order 
to make out a list of possible opportunities, but little helpful 
assistance was found in them for this particular case. 

Well defined specifications were drawn up. This man was 
so sensitive about his infirmities that he needed employment 
which called for a minimum of intercourse with others. He 
had usable business training and experience, was familiar 
with advertising methods, was a good correspondent and 
somewhat of an accountant. 

A small and carefully selected list of members of the As¬ 
sociation was then made, and an appeal for their assistance 
in placing the man was mailed to them. Among those who 
received the letter, whether by chance or in the providence 
of God, was a young designer of advertising posters. While a 
student in Germany, this artist had served an apprenticeship 
in the preparation of poster colors. When importations from 
Germany were stopped, his fellow artists had to come to him 
for their prepared colors and before he was aware of it his 
color business threatened to overshadow his art work. 

When he received this letter from the Association the idea 
at once occurred to him that possibly he could train Warren 
to develop and to manage this color business. He needed a 
trustworthy man with business experience who could be de¬ 
pended upon to keep his formulas and his process secret. 
The business could be managed from the laboratory as a mail 
order business. The vocational misfit became a real fit from 
the outset. The new business is prosperous, the economic 
value of the man and his social worth were never greater 
than they are today. 

It is hardly possible to expect these handicapped men to 


6A 


OCCUPATIONAL READJUSTMENT — TYPICAL CASES 


pay the full cost of service of this kind. The successful hand¬ 
ling of their cases calls for resourcefulness and usually special 
field studies. 

This method while expensive, is more satisfactory and less 
expensive than the continual revision of an index of oppor¬ 
tunities for the handicapped, when only the occasional use of 
such an index is considered. 

VIL The Victim of Chance 

This is a day of rapid business changes. Men wake up to 
another day to find that new inventions and new methods have 
rendered useless the training to which they have given years, 
more prudent men foresee these impending changes. One of 
the latter came to our Brooklyn Clinic in 1914. He came with 
apologies. His family very greatly appreciated the service 
which this adviser had rendered to his young nephew and he 
was very anxious to have an interview about his own affairs. 

Conner was a saloon-keeper. All of his family had been 
in the liquor business. He was not intimately acquainted 
with men in any other line and he knew nothing about any 
other business. His daughter had been graduated from the 
high school and had gone to business as a stenographer and 
she did not care to have people know that her father was a 
saloon-keeper. Upon being pressed, however, he also ad¬ 
mitted that the bottom was dropping out of the business and 
that it is no longer as profitable as it had been. He was 
nearly fifty years old. Well dressed, not illiterate but of 
very limited education. He was in comfortable financial cir¬ 
cumstances and at the outset he stated his willingness to pay 
for the counsellor’s time. In referring to the case of his 
nephew he stated that he knew that the small fee which was 
charged was insignificant as compared with the service ren¬ 
dered. “Why,” said he, “if I talk a half hour to a lawyer 
about my business atfairs he charges me ten dollars. I want 
a complete study made of my case and I want to pay for it.” 

The counsellor made an appointment to call upon the man 
at his place of business. The man was the owner of the 
building in which the business was carried on and it was, 
of course, a part of the problem, as to the disposition of this 
property. 

The call was made on an afternoon. It was a saloon of 
the better class, on a business corner in a fairly good residen¬ 
tial district, located near a station of the new subway. The 
saloon-keeper’s family lived in a flat in the second story of 
the building. Every evidence of comfort was found in these 
rooms. 

This saloon-keeper, in his own way had been a successful 
business man. He understood how to manage his finances, 
how to do his buying and to manage credits. The question 
arose as to the possibilities of transferring this experience 
into some other field of retailing and more particularly into 
some line for which there would be an opening in this same 
district. 

During the course of the conversation, Conner’s wife inci¬ 
dentally mentioned that her husband always wanted to be a 
retail florist. This remark suggested the first line of inves¬ 
tigation. A little map was made of the neighborhood show¬ 
ing the location of the nearest florists’ shops. The field was 
clear. The adviser bethought himself of a young man whom 
he had placed with a retail florist several years before, to 
serve an apprenticeship. He asked the young man to call 
upon him and asked Conner to call at the Same time. The 


young man was asked to give his experiences in this field 
for Mr. Conner’s benefit. 

This particular young man when he had been graduated 
from high school was placed in this position because he had 
planned to learn a business into which he could start 
out for himself later on. Influenced by this purpose he had 
made a very intelligent study of the organization of the re¬ 
tail trade in this line. Incidentally he remarked the great 
possibilities of combinations in the field after the pattern of 
the retail chain-stores in other lines. 

Conner was impressed with the young man’s grasp of the 
business, and before the interview was over, he wanted to 
know whether the young man was open for an engagement 
to work for him. The young man however stated that as 
soon as he had saved enough money he was going into busi¬ 
ness for himself. To this statement, Conner replied that he 
would employ him as an assistant while he himself was learn¬ 
ing the business and if they found that they could get along 
together, they could start out on the chain-store idea. 

Conner arranged to convert his saloon into a florist’s shop 
as soon as his license expired. The young man has since 
opened his own shop and the two are cooperating in their 
purchases of supplies. 

This year practically a hundred thousand men in this coun¬ 
try are being legislated out of the liquor business, among 
them are many ex-service men. It is good social engineering 
to assist these men to make their readjustments whether ex- 
service men or not. The surest way to reduce the number of 
violations of the liquor laws is to see that those who have 
been catering to this trade are profitably employed in other 
directions. 

Considering that the economic stability of a city is increased 
as the number of individual employers is increased it is highly 
desirable that provisions should be made in an Occupational 
Readjustment Office for handling cases of this kind. Such 
cases will prove, to be remunerative. Men with ambitions of 
this kind can afford to pay for advice and counsel. In the 
particular case considered here, the man volunteered a fee 
of twenty-five dollars and he has since shown his generous 
appreciation of the service. 

With younger persons, it has been found serviceable to 
have the applicant finally write out in detail his campaign 
and to file a copy with his adviser. Such a transcript proves 
useful when discouraging days come to the campaigner. 

Sometimes this campaign must be written out by the ad¬ 
viser as in the case which follows; but with normal applicants 
the final decision must be made to rest with the applicant 
himself 'after the analysis has been made and the possibilities 
placed before him. 

VIIL A Captain of Industry in the Making 

Mr. Nelson Willetts: 

With reference to your application to the Vocational Office 
of the Y. M. C. A. for advice in regard to the best methods of 
preparing yourself for an office position, after due considera¬ 
tion of the information which was given me by you in our 
interview and of information which I obtained from others 
who know you, I will make this analysis of your case: 

You are now twenty-four years old. You have an elemen¬ 
tary school education. This has been supplemented by certain 
evening technical courses which you have taken, and all of 
which relate to the tool-making trade in which you have served 


OCCUPATIONAL READJUSTMENT — TYPICAL CASES 


A7 


your apprenticeship and in which you have had a total of 
nearly eight years of experience. It would take you, at least, 
three years of evening school study to qualify for an office 
position in which after possibly two years of experience your 
earnings would be equal to your present earnings. My judg¬ 
ment is that your present experience together with your tech¬ 
nical knowledge gives you a vocational equipment which has 
a market value equal to the business training about which 
you are inquiring, and that you should plan to buUd your 
future on this experience. 

I have considered your reasons for making a change, and 
your reasons show that you have given intelligent considera¬ 
tion to the problem. You say that as a shop worker you can 
never expect to be advanced beyond the position of foreman 
and that by nature you are not adapted to the customary 
autocratic methods of handling men; you also add that the 
best paying positions with your firms are open only to tech¬ 
nically trained men, that the positions in the sales force and 
in executive work are filled by promotion from the office staff, 
therefore you want to work up from the bottom as an office 
man. 

You have failed to see that the important men in your es¬ 
tablishment are the partners. Perhaps you do not know that 
both of these men were shop workers; that, after having 
learned their trade, they started out for themselves in a small 
way and that your present extensive establishment has grown 
from this small beginning. From our interview, I learned 
that both your father and your uncle after they had served 
apprenticeships in their respective lines, started out in the 
same way into business for themselves. Can you under present 
conditions do what these have done? 

I am persuaded that our present need is for more em¬ 
ployers. Office workers can be trained at short notice to 
meet new demands but it takes a long period to ti-ain em¬ 
ployers to take the places of those who are continually drop¬ 
ping out of the ranks. If you will read Prof. King’s book on 
the Wealth and Income of the United States you will find 
carefully prepared computations from which it appears that 
if you place in one class the hired people from the girl who 
pastes labels to the corporation president, and in a second 
class those who are their own bosses from the manager of a 
shoe-shining kit to the owner of a steel trust you will find 
that the average returns for personal serviee of the second 
class is nearly 50 per cent greater than of the first class. 
According to our manufacturing statistics the returns which 
come to the proprietors and firm members in this industry 
are nearly three times as great as the average annual earnings 
of the employees. 

You cannot expect to get into this class without assuming 
risks unless we can determine whether you have the qualities 
which make for leadership. On your Vocation Blank, you 
state that for six years you have been the leader of a boys’ 
club which you organized yourself. The pastor of your 
church speaks in high terms of your abUity to handle boys. 
You also state that you have been the captain of the baseball 
team of your shop. The evening studies which you planned 
for yourself, and followed successfully, show that you can 
plan with intelligence and that you have a capacity for initia¬ 
tive and perseverance. 

The next question to be investigated is as to whether the 
small establishment has relatively as good a chance as the 
large establishment. In 1910 more than half of the establish¬ 
ments doing this kind of work employed five or fewer wage 


earners and only 8 per cent of the whole number employed 
100 or more wage earners. Taking the “added value” in es¬ 
tablishments, we find that the output per worker was as fol¬ 
lows: 


With $5,000 or less capital.$1,9.37 

$5,000 to $20,000. 1,690 

$20,000 to $100,000. 1,527 

$10,000 to $1,000,000. 1,589 

Over $100,000... 1.725 


The capital invested per wage earner was in small estab¬ 
lishments $1417 and $1208 in establishments of the largest 
class. 

In 1910 there were 102 small one-man shops in which the 
equipment was $1500 per wage earner. 

In this connection you are asked to study very carefully 
Lloyd’s Cutlery Trades which gives in detail the organization 
of shops of this kind in England and Germany. 

A study of this book will lead you to these conclusions 
which your experience will confirm; there is a very rapid in¬ 
crease in the factory industries in Brooklyn. All these use 
machines on which fine machine tools and cutting parts are 
made. Considering the low average wage which is paid one 
must infer that the tool making establishments have few 
high grade workmen who can handle successfully the making 
of the cutting parts of these machines, that a man who thor¬ 
oughly understands this work and who gives close supervision 
to this part of the work can possibly secure from the large 
manufacturers the contracts for making these parts for the 
larger machines, and that the equipment for making these 
small parts need not be extensive, considering that a small 
employer can secure electric power at about the same cost 
as the large manufacturer can produce his power. 

The next thing to be determined is whether you could com¬ 
mand the capital to make a start of this kind. You say that 
in the time you have been working you have been able to save 
something over $1,000. This indicates thrift. In consulting 
the commercial reports, I note that both your father and 
your uncle have good business ratings. Put this carefully 
before them and if they are not convinced we must try some 
other plan; if they are convinced, they will likely help you to 
finance a proposition up to $10,000. That will be enough for a 
safe start. If things look favorable to them I wiU get for 
you an opinion from one of the partners for whom you are 
working. 

The next question which I wanted to settle is whether you 
have mastered your trade. You state that since you are one 
of a few men in your establishment who can do the difficult 
work, you are kept at that and therefore you have little 
chance of becoming a foreman of a department. By accident 
I met your manager at a meeting of the Manufacturers’ As¬ 
sociation while I was considering this problem and he spoke 
in very complimentary terms of your skill and stated that 
you are one of their best informed men on the technical side 
of the work. 

The next question to determine was whether you could 
handle men under conditions different from those which seem 
so repulsive to you. The best workmen are those who are 
eager to find places where they can work with rather than for 
a boss. You can handle a baseball team and a boys’ club 
where your associates work with you and not for you. Con¬ 
sidering your criticisms of shop management and the spirit 
of the books which you say that you have read on this sub- 







OCCUPATIONAL READJUSTMENT — TYPICAL CASES 


A8 

ject, I am forced to the conclusion that you could create a 
shop atmosphere which would work for a very high degree of 
efficiency. 

Now what are the prospects in this industry? Is there 
room for more shops? Is it a growing industry? I take these 
figures for the entire country from the U. S. Census reports, 


for Cutlery and Tools. 



1904 

1909 

No. of establishments . 

806 

942 

Persons engaged in industry . 

29,004 

37,121 

No. proprietors and firm members... 

824 

814 

Capital invested . 

43,729,000 

67,330,000 

Value added in manufacture . 

25,744,000 

34,987,000 

Ave. annual salaries in offices. 

1,175 

1,249 

Deducting from the “added value” 

the 


amounts paid for wages and salaries 

we 


have remaining on the capital invested 


the following percentages. 

231/2 

131/2 

The similar figures indicate whether 

■ this business is pros- 

pering in New York City. 




1904 

1909 

No. of establishments . 

78 

70 

Total persons ... 

374 

733 

No. proprietors and firm members ... 

94 

78 

Capital invested . 

... 648,000 

847,000 

Added value of product . 

... 685,000 

883,000 

Ave. salaries paid . 

... 1,028 

1,183 

Ave. annual wages . 

638 

656 

Percentage of added value paid in salaries 4 

13 

Paid in wages . 

42 

41 

Remaining balance of added value was 

i on 


capital invested . 

53% 

46% 


Comparing these results with results in other cities in 
which this industry is centered we find these returns for 
capital; 



1904 

1909 

In Newark . 

. 23% 

221 / 3 % 

In Ohio . 

. 19 

171/2 

In Pennsylvania . 

. 201/2 

l^Vz 


It must be considered that 1909 followed closely upon a 
period of industrial depression. It must also be borne in mind 
that these percentages showing returns on invested capital 
are not net profits. It should also be stated that the census 
bureau warns against the use of these figures to compute 
profits, but these are the only figures we have, and it is also 
noted that for the country at large, the number of proprietors 
and firm members is practically the same at the two periods 
and that these same people who knew conditions increased 
their investments during the five years nearly 50 per cent; if 
they placed this additional capital in a business, it may be 
assumed that they did so because the business was profitable. 

June 20, 1919. 

My dear Mr. Weaver: 

In reply to your request for a brief report of progress, let 
me say that we have had a successful year. My brother who 
has had an office training has joined me and now has charge 
of the office end of the business. We have been taking out of 
the business for our own use about what we had been earning 
before. A good deal of our equipment we purchased during 
the period of high prices, but our entire equipment is more 
than paid for. We now employ twelve men, all of whom have 
remained with us since they were first employed by us. We 
have no labor “turnover” and no strikes. I am enclosing you 
some advertising setting forth the strong points of the new 
machines which we designed last year. The demand for them 
is encouraging. 

The future looks good to us and we are not forgetting your 
help and your kindly interest. 

Respectfully, 

NeLSOK Wn.I.ETT8. 




















OCCUPATIONAL GUIDANCE 


General Plan 

From three to four millions of American boys leave the 
formal training of our schools every year to enter industry. 
With the exception of the children under sixteen very little is 
done to safeguard their interests. A relatively small number 
find assistance in the overcrowded evening school classes, but 
no well defined plans have been worked out to insure the fullest 
development of their highest vocational capacities. 

Most careful studies have been made of the vocational prog¬ 
ress of these early entrants into industry, and the conclusion 
of these students has been that this group develops an unduly 
large proportion of our delinquents and unemployables. That 
it furnishes recruits for the social and industrial malcontents. 

In England and Scotland special vocation offices have been 
authorized by legislative action to care for the interests of the 
minor in industry. In the United States the school authorities 
of some nine hundred districts have inaugurated some more or 
less extended efforts to provide for school leaving assistance 
in making their initial vocational adjustments. 

Hundreds of these young men when they reach their full 
maturity, and are compelled to assume the full responsibilities 
of manhood, are faced with the necessities of preparing for 
better prospects and of finding more promising employments 
than those which are found in the specialized routine occupa¬ 
tions of the factories and stores and offices into which young 
people usuallj" drift. 

The Y. M. C. A. has been doing pioneer work in this field. 
It is very favorably situated for doing this work. The con¬ 
viction is becoming general that the time is ripe for doing in 
all branches of the Association what is now being done so well 
in many of them. 

A consideration of the methods which are followed in assist¬ 
ing boys to make the right kind of vocational adjustments at 
the start and in making such readjustments as will bring them 
valuable and cumulative experience suggests that effective serv¬ 
ice in this field requires: 

(1) An adequate staff. 

(2) An efficient publicity service. . 

(3) A consultation room. 

(4) A reference library. 

(5) A record room. 

(6) Time-saving printed forms. 

(7) Material for making measurements and tests. 

(8) An employment service. 

(9) An accounting system. 

(10) A systematic routine. 

These several topics will be considered in detail. To the 
material which is herewith given under these several heads, 
additions will be supplied from time to time to be incorporated 
in this book. 

A further consideration of these cases leads to the additional 
conclusions that the object of this work is to create for the 
applicants such stimulating environments as will be conducive 
to their fullest development by the selection of courses of 
study and related opportunities for practical work, just as col¬ 
leges plan for their students, instruction and related field or 
laboratory work. 

The adviser’s work in this field, however, is with individuals 
and not with masses. The complete routine in each difficult 
case may call for any or all of these operations: 


(1) The appraisal of an applicant’s aptitudes and his equip¬ 
ment and his deficiencies by a physical examination, or 
the use of mental tests and psychological measurements, 
or an investigation of his social and business experiences 
or all of these operations. 

(2) The determination of some ultimate objective with the 
help of a vocational reference library, and index of the 
needs and requirements of the community, a study of 
the personal records of successful young men similarly 
situated, and the averaged judgment of groups and 
counsellors. 

(3) Careful initial placing with the cooperation of the em¬ 
ployment department or through the free employment 
offices, or through the influences of other cooperating 
agencies. 

(4) The preparation of individual courses of study by mak¬ 
ing judicious selections of related subjects given in the 
evening association schools with which the applicant is 
connected, or by recommending him to neighboring asso¬ 
ciations, or to free or other evening courses, or by rec¬ 
ommending supplementary correspondence courses from 
the lists offered by the association or other schools. 

(5) The replacing of the individual as soon as his extended 
educational equipment prepares him for more promising 
service. 

(6) Periodical “follow-ups” either by mail or by personal 
interviews. 

The Occupational Guidance Staff 

Effective service in the Occupational Guidance calls for a 
specialist to direct the service, such assistance as he may need 
to do the work, and an Advisory Committee of successful 
business and professional men. The specialist who directs this 
work should understand the opportunities for education as 
thoroughly as an Educational Secretary understands these op¬ 
portunities. He should also understand the employment oppor¬ 
tunities as thoroughly as the Employment Secretary does. The 
opportunities in tlie educational fiekl do not change as much 
from year to year as the opportunities in the employment field, 
and, therefore, it would seem that it would be easier for the 
Employment Secretary to keep himself informed about edu¬ 
cational opportunities than it is for the Educational Secretaries 
to keep informed in regard to the employment opportunities. 

Considering the nature of this problem, it would seem that 
the registrar of the vocational courses should be a skilled occu¬ 
pational adviser, and that it should be a part of his duties 
to assist those whom he advises to take vocational courses to 
place themselves in positions in which their work in these 
courses will bring them adequate returns, and for this reason 
it would seem to be a logical method to have the occupational 
adviser and the placement officer very closely related to or 
combined with the office of Educational Secretary. There is 
a very decided advantage to have all of these functions com¬ 
bined in one officer, or under a single control. 

Qualifications of Occupational Adviser 

In addition to mature judgment, a character and personality 
that invites respect and confidence, and a good general educa¬ 
tion including some knowledge of history, civics and economics, 
an adviser should possess: (1) a practical working knowledge 
of the fundamental principles and methods of modern psychol¬ 
ogy; (2) an experience involving sufficient human contact to 
give him an intimate acquaintance with human nature in a 


OCCUPATIONAL GUIDANCE 


B. 2 

considerable number of its different types and phases,—he 
must understand the dominant motives, interests and ambi¬ 
tions that control the lives of men, and be able to recognize 
the symptoms that indicate the presence or absence of impor¬ 
tant elements of character; (3) ability to deal with people in 
a sympathetic, earnest, searching, candid, helpful and attrac¬ 
tive way; tact, insight, intellectual grasp, and a sort of in¬ 
ventiveness, or suggestiveness that is near of kin to it, are 
also essential factors; (4) a knowledge of requirements and 
conditions of success, compensation, prospects, advantages, 
and disadvantages in the different lines of industry; (5) infor¬ 
mation relating to schools and courses of study and the means 
of preparing for various callings and developing efficiency 
therein. 

The local Board of Directors is in the best position to deter¬ 
mine whether this work is to be assigned to the General 
Secretary of the local association, the Educational Secretary, 
or the Employment Secretary, or whether some specially ap¬ 
pointed officer shall undertake this work. 

In some cities, boards of education are employing specially 
trained vocational advisers for the high schools. In such 
places it might be possible to secure these officers to direct 
this work for ex-service men without compensation. These 
counsellors will readily see that in helping adults to make 
readjustments thej^ will gain experience which will be helpful 
in their work of counselling recruits to the labor market so 
as to avoid maladjustments. 

If it is found necessary to employ a man for doing this 
work, information regarding the specially trained men who 
are available may be secured from the Bureau of Occupa¬ 
tional Readjustment, 347 Madison Avenue, New York. 

The Advisory Committee 

An advisory committee should be constituted in each local 
association undertaking this work. The members of this Com¬ 
mittee, besides assisting in securing the cooperation of other 
organizations, should each be competent and willing to advise 
properly introduced applicants with reference to the require¬ 
ments, rewards and opportunities in their respective fields. 

In making up these committees, the appeal for service should 
be made to the most successful man in each of the several 
leading occupational lines in the city. The appeal should 
emphasize the implied obligation which these older men, who 
M^ere exempt from military service, have to those whose eareers 
were interrupted by this compulsory service. 

In the selection of a representative of employers’ associa¬ 
tions for this group an effort should be made to secure the 
service of those who are large emploj-ers, having a reputation 
for fairness in dealing with labor problems. 

The representative of organized labor should preferably be 
a skilled worker, who is a member of an evangelical church. 

In places where there is a local organization representing 
the American Legion some advisers should be, by preference, 
from this organization. Young professional men who are 
members of this organization should make satisfactory advis¬ 
ers, in matters relating to their respective fields. 

It will be of advantage if these counsellors are found within 
easy reach of the Occupational Guidance Office. Regular con¬ 
sultation hours should be agreed upon. 

In many associations the members of the Educational Service 
Committees can be utilized as counsellors. In a few of the 
larger Associations the officer to whom this work is assigned 
will require an additional assistant, who should be a stenog¬ 
rapher, filing clerk and “follow-up” man, ready to taxe a turn 
at field work, when this becomes necessary. 


Applicants may desire to secure information regarding some 
occupations of which no members of the advisory committee 
are qualified to speak. Interviewers may be drawn from other 
members of the association. For use in this connection a spe¬ 
cial instruction folder for interviewers will be provided. A 
copy of these instructions should be sent to an interviewer in 
advance of the appointed time for the interview with the appli¬ 
cant. The larger the number of business and professional men 
who can be called vqDon to give these interviews the more widely 
will this work become known. 

More and more churches are concerning themselves about 
their duties towards their own wage-earners. Pastors are con¬ 
stantly being appealed to by the unemployed, the under¬ 
employed and the discouraged and by parents who are trou¬ 
bled about the future of their sons. If there is any possibility 
of developing out of this emergency a permanent cooperative 
arrangement under which the Association can do this work 
for contributing churches, representatives of the churches 
within the territory of the Association should be on the 
Advisory Committee. 

A County Service 

County secretaries can usually secure the cooperation of 
volunteer workers in outlying places. A combined Occupa¬ 
tional Guidance and Employment Service for a county unit 
may be developed according to the plan followed by the Sec¬ 
retary of Queens and Nassau County, New York, which is 
appended hereto. 

The Free Employment Service of Nassau and Suffolk Coun¬ 
ties was organized to meet an unfilled employment need in a 
suburban and semi-rural section of the country. It was 
started by the vocational secretary of the Y. M. C. A. to meet 
the need for placernent work among the boys and young men 
of the two counties, but, though largely supported by the 
Association, has had the backing of the U. S. Employment 
Service, the State Employment Service, the Farm Bureaus, 
the Red Cross, the Y. W. C. A., and local organizations. 

A main office or clearing house was established in Mineola, 
one of the county seats, through which calls from or unfilled 
needs in local communities could be cleared and if it was not 
possible to meet them on the Island, aid was sought from 
New York or farther away. 

To cover the situation in local communities the aid of local 
representatives was obtained in more than eighteen commu¬ 
nities. These were supplied with a single system of records 
and urged to pass on any ‘problems they could not meet. 
Since the employment service was started just after the armis¬ 
tice was signed, the question of the demobilized soldiers was 
handled first, the service setting up and operating Bureaus 
for Returning Soldiers in all large centers. 

Applications of Island men filled out at camp or on ship¬ 
board and filed with the U. S. Employment Service were 
turned over to us and by us in turn to our local representa¬ 
tives. Copies of these cards v^ere kept and the men later 
written. Of the few still unplaced, all were referred and 
practically all were placed. During the summer the farm 
bureaus asked the Free Emplojnnent Service to care for the 
problem of farm help. As a further aid, the State Depart¬ 
ment of Labor assigned a man to work with us on it. Since 
most of this labor had to be secured from New York and 
elsewhere, the orders came in to the main office direct and the 
men were shipped out from there. We filled orders from one 
extreme limit of the territorv to the other. 

Now in order to be of further use to the returned service 
men, the Free Employment Service is offering its services as 


OCCUPATIONAL GUIDANCE 


B. 3 


a clearing house for the Employment Committee of the Legion 
Posts, providing systems of covering the field and means of 
obtaining jobs. At the same time we are developing new con¬ 
tacts with local employers, obtaining permanent volunteer rep¬ 
resentatives and planning a more careful means of vocational 
advisement. We have also the hearty cooperation of a voca¬ 
tional secretary appointed by the Y. W. C. A. for this district 
in caring for the girls and the domestic help question. 

Among the local agencies and representatives helping we 
have had Neighborhood Houses, Community Councils, Civic 
Clubs, Chambers of Commerce, business men, professional men, 
but the representatives were, whenever possible, selected first 
for their genuine interest in people and sympathy with their 
fellow men. 

Co-operative Training for Efficiency 

The efficient man is the product of a training process con¬ 
tinued through a period of years. One of the many reasons 
why so many young men do not attain any kind of profitable 
efficiency is due to the common practise of migrating from 
job to job. No scheme of vocational adjustment is likely to 
produce satisfactory results if those people who are intro¬ 
duced to profitable occupations do not follow those occupa¬ 
tions long enough to become thoroughly accustomed to some¬ 
what well-established routine of work. Careful studies in 
many cities seem to indicate that the young people who leave 
school at the age of 16 or 16 migrate from job to job two or 
three times in each of the early years of their employment. 
In order to counteract these migratory tendencies, the voca¬ 
tion officers of many English cities have organized local After- 
Care Committees. The vocation office makes the plans for 
the applicants and arranges their first employment and then 
the applicant is assigned to the care of the Co-operating 
Committee, representing his. own locality and this committee 
is provided with a transcript of the case and the members 
of the Committee are expected to use measures for insuring 
the stability of the youthful workers both with regard to his 
employment and his vocational plans. In 1913, the Vocation 
office of the city of Birmingham reported local co-operative 
committees representing 

The Sunday School Union 
The Roman Catholic Guilds 
Church Lads’ Brigade 
Boy Scouts 
Friends Institute 
Brotherhood Guilds 
Federation of Labor 
Street Children’s Union 

The best statement of the Work of these co-operative 
agencies will be found in Arnold Freeman’s “Boy Idfe and 
I^abor.” 

Mutual Improvements Association 

The necessity for keeping down the expenses of administra¬ 
ting social service work suggests the possibility of using those 
who are to be benefited by any particular form of service in 
doing the work which is connected with that service.. One 
church denomination has achieved marked success in organiz¬ 
ing young men’s mutual improvement associations. In one of 
our large Protestant churches, the weekly program pf the 
Young Men’s Bible Class provides for a discussion of questions 
relative to possibilities for work and education. The secre¬ 
tary of the class maintains for the use of the members a very 
efficient intelligence office. In another church, one of the 
deacons is the executive officer of an organization which makes 
at stated periods a systematic study of the young working 


people connected with their congregations. This church does 
not only follow the traditional plan of doing its part towards 
the support of the educational institutions of the denomination, 
but it carefully studies the educational needs of each one of 
the young people in the congregation and keeps them informed 
of the educational facilities which are accessible to them. 
These experiments suggest the possibility of organizing in con¬ 
nection with a Young Men’s Christian Association a Get- 
Ahead and Help Along Club of working boys, of which the 
executive officer should be the employment secretary of the 
Association. In connection with the high schools of several 
cities, there is at present in existence such clubs under the 
name of Junior Chambers of Commerce. These clubs are dU 
signed to serve their members in the same way that trade 
organizations assist in advancing their Several trades .and 
crafts. The members of such a Get-Ahead and Help Along 
Club might contribute a part of tbeir annual dues towards 
the support of the employment office of the Association, in 
return for a continuous registration. The employment seryic,e 
of a vocational office ought to provide a medium through wliich 
those who are under supervision can be. advanced in Theiy 
employments as they increase their educational qualification^ 
or their experience. It is a mistake to , suppose that em¬ 
ployers will look with disfavor upon any agency which en¬ 
courages their employees to leave them. If the director of 
the Vocation Committee sends a young man into, a particular 
employment with directions that he shall remain in that em¬ 
ployment until he is qualified either by increased education 
or experience for advancement with a promise that when he 
is so qualified and he does not find,any opportunity for pro¬ 
motion with his own employer, the director will make an effort 
to secure such promotion for him outside at the .first oppoi’- 
timity, on condition that the young man agrees not to leave 
his employer until he has broken in a successor to take up his 
work, a young man will likely be more stable in employments 
than he is under the present method. Such a continuous 
registration list of young men who are pushing ahead will 
give the employment manager a much larger lust to draw 
upon than if he has only an unemployment list. Such lists 
will be of special benefit to the employer, because it enables 
him in filling an advanced position to consider a larger list 
of available candidates than he has in his own service... The 
maintenance of such a list is also of advantage to the beginnei^ 
because by increasing the number of promotion's, a larger, num¬ 
ber of openmgs become available for the beginner. 

A great deal of work needs to be done in maintaining an 
u]>-to-date vocation office and an efficient employment service. 
Every effort should be made to have the young men of the 
community feel that the directors of these two branches of 
the service are merely the appointed leaders to help them solv.e 
their own problems. These problems will be more satisfac¬ 
torily solved through the co-operation of the young men them¬ 
selves by their service on committees on investigation, by re¬ 
porting desirable opportunities for service and by reporting 
unfavorable conditions when they come to their ■ attention. 
The monthly meeting of a club of this kind may be devoted 
to the discussion of labor problems or reports by the members 
of the value of the corresjrondence courses or evening school 
courses which they have taken. It will be of great value to 
such a club if they can collect audiences' sufficiently large to 
warrant them to invite industrial leaders to discuss problems 
of labor and business organization. 

It is not enough for a young man to prove to himself that 
he is e;specially adapted for a promising occupation and to 
plan for himself and to carry through an extensive preparation 


OCCUPATIONAL GUIDANCE 


B. 4 

for success in that occupation. It is likewise necessary that 
he make for himself a reputation with men who can use his 
peculiar talents and his special qualification. We will say if 
a group of especially live young men are preparing themselves 
for office administration and they organize for this purpose 
a study club and during the course of the year invite leading 
business men to address them on subjects related to this sub¬ 
ject, it gives them an opportunity to become acquainted with 
these men and through them their organization is likely to 
become known to others. In this way, a vocation club sup¬ 
porting an employment secretary may become a very effective 
advertising as well as a selling organization, for tbe service 
of such a department. 

The Office Lay-out 

There have been men who have done very helpful work in 
this field without any equipment. The ordinary worker in 
this field like the average worker in other professional fields 
finds that his work advances by scarcely perceptible steps and 
that the usefulness, which depends upon public appreciation, 
is cumulative. The work should, therefore, be so organized 
that its progress will not suffer by changes in the staff. This 
calls for equipment. 

The office should he located in an accessible building with 
attractive, sanitary surroundings. It is very desirable that an 
office of this kind should be open on certain evenings of the 
week and this should be considered in making a selection. A 
side-walk sign is also desirable. The entrances, stairways and 
rooms should, of course, be attractive and well lighted and 
properly heated. 

The Reception Room, the record room and the consulting 
rooms should be separated. It is necessary to have a place 
where applicants may await the convenience of the adviser 
and no records should be accessible to persons who are wait¬ 
ing. Since consultations must frequently be held while the 
office assistant is at work on the records it is desirable that 
the record room should be separate from the consulting room, 
but those two rooms should be adjoining. An applicant will 
talk more freely about himself in a strictly private interview. 
If the telephone is on the desk of the office assistant there 
should be an extension to the consulting room. 

This room should be large enough to make it possilffe to 
use it for holding group tests and for meetings of such as 
may be interested in the same field. 

The Consulting Room should be provided with two flat-top 
desks; one for the adviser, and another where the applicant 
is so placed that he faces the adviser and when located in such 
a position that he may have conveniences for writing when 
the interviewer desires to use a written test. It is highly 
desirable that the interviewer should have within easy reach 
his material for tests, his blank forms and properly indexed 
material on occupations. 

The Reference Library serves the counsellor just as the 
physician’s library serves its owner. Besides the books con¬ 
tained in the carefully prepared indexed list on oecupations 
supplied herewith, there should lie on file the reports of the 
State and Federal Departments of Labor and copies of the 
laws referring to industrial relations. In the annual reports 
of the Bureau of Edueation, Washington, D. C., wiU be found 
classified lists of schools and colleges. The handbook of the 
United Y. M. C. A. Schools contains an indexed list of all 
the CQurses given in these schools. 

It is very desirable to have a list of scholarships in training 
schools and colleges which are accessible to the young men of 
a particular locality. Such a directory will be more useful if 


it contains also the conditions under which different kinds of 
scholarships may be obtained. An index of this kind has 
been prepared for use in one of the high schools of New York 
City. Copies of this index are supplied herewith to the As¬ 
sociations of the city. Others who desire to examine a copy 
of this handbook for the purpose of preparing a similar direc¬ 
tory for their own localities can secure a copy on application 
to this office. 

If the office of the counsellor is located near the public 
library, the librarian should be asked to provide a special 
shelf of books on these subjects. 

The filing case, in which will be found an indexed occupa¬ 
tional information, should have drawers for correspondence 
folders of standard size. An active worker, for example, will 
be able to turn to his filing case and puU out a folder which 
will contain records of interviews with employers, reports 
from young men who are engaged in the occupation, and 
clippings from newspapers and magazines. 

The little book on Accountancy and the Business Professions 
was compiled from the contents of such a folder. 

Information of this kind will provide a basis for the dis¬ 
cussion of the opportunities in any particular field. 

The Record Room. This room should contain: 

(1) An index of information in regard to local opportunities 
for employment, and the prevailing rates of vrages, 
hours and prospects for promotion. 

(2) Information in regard to the prevailing rates paid for 
unskilled labor, skilled labor and clerical work. 

(3) A classified index of employment positions, filled by 
your own Emplojonent Department, will give you in¬ 
formation concerning the range of openings with your 
regular clients. 

(4) There should be a classified index of foremen, managers, 
public spirited citizens, and influential men and women 
of all classes, who are in a position to introduce men to 
desirable opportunities. 

The filing case, in which is placed the record of dealings 
with applicants, should contain in the drawers, large enough 
to take the standard correspondence folders alphabetically ar¬ 
ranged, a folder for each applicant. When an applicant’s 
case is completed this folder should contain: 

(1) The blank prepared by the applicant. 

(2) The analysis and the tests made by the adviser. 

(3) The reports of the counsellor to whom the applicant has 
. been referred. 

(4) The recommendations which have been made to the 
employment secretary and his report thereon. 

(5) The recommendations tnat have been made to the edu¬ 
cational secretary, and his report thereon. 

(6) The recommendations made to the religious secretary 
and his report thereon. 

In Associations where the occupational guidance service is 
rendered by the employment secretary the same files will , also 
contain the records of those men who have applied for em¬ 
ployment only, and not for occupational advice. In their cases 
the folders, of course, would contain only the blank filled out 
by the applicant, the carbon copies of letters of recommenda¬ 
tion to employers, and the reports of the field worker when¬ 
ever a special agent has been sent out to secure or to find 
employment for a particular applicant. In both cases the 
folders would also contain correspondence with the applicant 
and a record of any grant which has been made by the Educa¬ 
tional Service Committee to cover the cost of the service which 
has been rendered to the candidate. 


MAKING A BEGINNING IN OCCUPATIONAL GUIDANCE 


A half a century ago the vender of medicine w^as a pic¬ 
turesque figure in the pulilic squares of our moderate sized 
towms on market days. People flocked around him, listening 
to his tales of marvelous cures, and purchased his wares. The 
vender usually found it convenient to move to another lo¬ 
cality before the purchasers had time to test the merits of 
his nostrums. Itinerant claimants to the possession of special 
skill in character analysis regularly appear in our cities. Such 
pretenders have been appearing periodically for centuries and 
none have been able to maintain themselves for any length 
of time. 

The human engineer must expect to establish himself in pub¬ 
lic favor by the same slow methods by which other jirofes- 
sional men lay the foundations of success. A J'oung English 
psychologist who had faith in the opportunities in this new 
profession opened a consultation office, at which he was in 
attendance during such hours as his duties as a college in¬ 
structor permitted. Clients were slow in coming, but those 
who came received such satisfactory and helpful service that 
others in increasing numbers followed. He found that the best 
kind of publicity follows satisfactory services. 

Inasmuch as the value of professional service in this line 
is not so readily apparent as the value of service rendered by 
the physician and the lawyer, it is sometimes hard to see how 
qualified counsellors in occupational guidance can support 
themselves long enough to establish themselves in remunerative 
private work. 

It would seem rather that the men who are performing 
this kind of professional service should have a supporting 
organization. A group of capitalists comes to a civil engi¬ 
neer and oflFers to support him while he is studying the ad¬ 
visability of constructing a new railroad or planning a water 
supply system for the city. The electric engineer and the 
hydraulic engineer also have their supporting organizations 
while they are planning the distribution of power. The sup¬ 
porting organization for a vocational counsellor may be an 
educational institution, a social service association, a com- 
mercia,! body, or a young people’s association, or a federation 
of such bodies. It will be necessary to educate the public 
to the need for occupational guidance. Inasmuch as the oc¬ 
cupational guidance for persons in employment presupposes 
the cooperation of employers, the employing pulflic must be 
educated to the importance and value of scientific methods of 
selecting and developing workers. It cannot be emphasized 
too strongly that publicity material should be so carefully 
edited that it may contain nothing which can possibly be 
construed into implied promises of impossible services. 

Every vocational counsellor who goes to work in a new 
community must begin as an apprentice. He carefully studies 
his applicant and through patient field work he finds an op¬ 
portunity to work out a promising solution of his case. 
Through constant repetitions of this slow and tedious proc¬ 
ess, he enlarges his knowledge of men and opportunities so 
that in the course of time he emerges out of the apprentice¬ 
ship stage of doing business and becomes a professional man 
whose ready judgments embody successful experiences of 
preceding months and years of deliberate toil. 

These slow processes of evolution are not popular in these 
days of rapid changes. Promoters promise to clear new 
lands, plant orchards thereon and produce dividends there¬ 
from in a few brief years. Those who invest in their enter¬ 
prises usually accumulate more of wisdom than of dividends. 


Social changes and improvements in biological processes are 
usually brought about by slow degrees. Beginnings should be 
undertaken in the most promising sector of a field. More can 
be accomplished with the American element of the popula¬ 
tion than with the foreign element. If the underlying prin¬ 
ciples are worked out by dealing with the former element, it 
becomes easy to extend work into the less promising fields. 

Reading notices containing personal histories of certain 
typical cases which have actually been worked out are helpful. 
The cases referred to in such notices should be so carefully 
disguised as to avoid embarrassing the subjects. Tlie use of 
such notices has this disadvantage, that they are likely to 
attract to the counsellor’s office the least promising material 
with which to work. 

In every city there are organizations of young men, men’s 
leagues in churches and civic bodies, at the meetings of which 
a qualified person can readily be accorded the privilege of 
presenting these subjects. The writer has found it helpful 
to begin a campaign of this kind with a series of addresses 
to young men on the Wage-earning Opportunities of the cit}^ 
A course of from three to ten weekly talks of this kind to 
groups of young people will usually bring enough applicants 
to keep the counsellor busy. 

If. the counsellor has no well-organized cooperating employ¬ 
ment office, it becomes necessary to enlist the cooperation of 
the employing public. In connection with boards of trade 
and men’s leagues in churches, the writer has been accus¬ 
tomed to use an address on the “Conservation of Our Man 
Power.” This address covered such subjects as the economic; 
losses due to industrial unrest, unemployment and under¬ 
employment; the relative values of our human and material 
resources and the best methods of realizing from a human life 
its highest value as an income producing investment. 

The initial campaign for the purpose of securing the co¬ 
operation of employers should be one of personal effort. 
Advertisements calling for the cooperation of employers often 
bring first replies from those who have the greatest difficulty 
in getting help. These are likely to prove the least desirable 
and it is sometimes hard to refuse their requests without 
offense. The necessity for doing this is avoided by building 
up from a carefully selected list a group of cooperating firms 
representing a variety of industries. The large employers 
throughout the country are committed to a policy calling for 
more scientific methods of selecting recruits and of training 
them. The smaller employer cannot well make special pro¬ 
vision for doing this, and if another agency comes in with an 
offer to undertake this service for him he is disposed to 
welcome it. 

After groups of employers have been canvassed, it is well 
enough to circularize them at stated intervals. Copy for fold¬ 
ers to use in this connection will be supplied on request. 

There should be a permanent exhibit connected with every 
occupational guidance office. This collection, for our present 
purposes, should contain: 

(1) Charts, photographs and letters illustrating the voca¬ 
tional histories of prominent men of the community. 

(2) Charts showing the chief occupations and number of 
recruits required in each, the desirable preparation for 
success, and the usual rates of pay. 

(3*) Trade catalogues of local, industrial and commercial 
houses. 


BEGINNING IN OCCUPATIONAL GUIDANCE 


(4) Clippings from newspapers and magazines describing 
and picturing the labor conditions similar to those pre¬ 
vailing in local industries. 

(5) Tables and diagrams showing the relations between 
school training and earning power. 

(6) Maps showing the location and photographs of the 
buildings, laboratories, etc., of the accessible profes¬ 
sional, and vocational schools and classes. 

Time Saving Forms 

The investigator who is guided by stereotyped forms is 
likely to overlook new and unusual features in the case un¬ 
der consideration, but the man who becomes accustomed to 
the use of a form covers a case in less time. 

The forms required for this purpose in an office which does 
an extended business include an analysis blank for the ap¬ 
plicant; a score card for the use of the interviewer; a card 
of introduction to the business counsellor; forms of recom¬ 
mendations to the Educational Director and to the Employ¬ 
ment Office. If the interviewer desires to assure himself of 
the applicant’s physical condition, Gulick’s Anthropometric 
Chart and the blank form for physical measurements should 
be used. 

Materials for making Measurements and Tests 

The applicants for assistance who come to the Employment 
Office, or the office of the Occupational Adviser, are of three 
different classes. The members of each one of these classes 
are just as likely to drop into one office as into the other. 

In the first class we find those who are seeking employment 
along lines for which they have been trained, or in which 
they have had experience. These know what they want; and 
their cases should be left to the Emplojunent Office. 

The second class comprises those who apply for employment 
in occupations for which they know that they are not fully 
prepared. They also know what they want. The matter of 
their educational preparation should be referred to the Edu¬ 
cational Secretary, and that of their temporary employment, 
while they are making this preparation, should be left to the 
Employment Secretary. 

That leaves, then, a third class of persons who are not 
fully decided in regard to their vocation. In handling these 
cases according to the methods hereafter to be pointed out, 
it will be necessary to make some special examinations, and 
for such purposes it is desirable to have material conveniently 
at hand. The material that is furnished herewith includes 
the following: 

(1) Normal standards for physical measurements. 

(2) Material for making psychological tests. 

(3) Materials for making occupation tests. 

(4) A score card. 

(5) A series of business ability tests. 

Follow by a systematic routine. 

A Systematic Routine 

The regular routine of the director and his assistants will 
depend somewhat upon the size of his organization. For the 
purpose of this discussion, we will assume that this work is 
done by a person who gives only a part of his time to the 
work. 

Fixed office hours are very desirable. Whether the officer 
is concerned with cases of readjustment or the initial adjust¬ 
ment of workers, it will be necessary^to have evening hours. 
Either Monday or Friday evenings will prove more satisfac¬ 


tory if work must be confined to one or two evenings of the 
week. If an office is located in the business section of the 
city, the hours from 5 to 7 will prove convenient to men who 
are employed. It will be better for the counsellor to take 
his weekly half-holiday on any other day than Saturdays. 

Appointments for interviews may be made through the 
office of the Association and if a fee is to be charged, it should 
be collected at the time that the appointment is made. In 
making appointments, it is generally desirable to allow at 
least a half an hour for an interview, although most inter¬ 
views will require a full hour. The interviewer will, of course, 
keep a calendar of appointments and be sure to specify, on 
this calendar, appointments which have been postponed or 
continued. It is always desirable to announce to the subject 
the regular hours which the interviewer has arranged for re¬ 
ceiving personal reports from his clients. 

The Attitute of the Counsellor 

The permanent value of this kind of work will depend en¬ 
tirely upon the attitude of the counsellor. It will be well for 
him to read frequently the Seventh Chapter of Matthew. 
There is little justification for prying into the lives of; in¬ 
dividuals solely for scientific purposes. The counsellor is not 
an inquisitor in order that he may be a judge. 

With reference to industrial relations and prospects, a 
counsellor must likewise be an optimist. It is true that in 
many* fields the matter of making a living involves great 
hardships, but it is also true that the conditions of the work¬ 
ing classes have never been so good as they are at present. 
The counsellor should assume that every man who comes to 
him has within him some promises of usefulness and that the 
profit which comes to the worker from any one of the many' 
opportunities which are open usually depends more upon .^the 
worker himself than upon the opportunity. The counsellor 
must also assume that every lawful occupation is honorable, 
that a man’s social value does not so much depend upon what 
he does as upon how he does it. 

Receiving the Applicant 

It is usually less embarrassing if the applicant is greeted 
by the interviewer in the reception room than it is if he meets 
him at his desk in the consultation room. A brief exchange 
of remarks in the reception room will tend to put the appli¬ 
cant more at ease when he comes to the consultation room. 
In the consultation room, the applicant should be so placed 
that he can be carefully studied during the interview. The 
self-analysis blank is placed before him to be filled. It will 
be well to have on the applicant’s desk, pen and ink and blot¬ 
ter within easy reach. Some employment managers base their 
judgments of a man almost entirely upon his methods of pro¬ 
cedure while he is filling out the employment blank. 

In a situation like this, you would expect the careful, de¬ 
liberate, straightforward worker to take up a pen instead of 
a pencil and to begin to write without hesitation and use a 
blotter after he has completed his work. The applicant who 
hesitates when he is called upon to write statements regard¬ 
ing his nationality, religion, education or previous employ¬ 
ments is either troubled with a poor memory or is more con¬ 
cerned with the appearance of his statements than with their 
reliability. The statements on the application blank will fur¬ 
nish material for continued discussion in regard to the extent 
of the applicant’s schooling and his special experiences,;, his 
wage expectations and his educational ambitions and the fur¬ 
ther procedure will depend somewhat upon the impressions 
which the interviewer has gathered from this conversation. , 


BEGINNING IN OCCUPATIONAL GUIDANCE 


C3 


Interpreting a Self-Analysis Blank 

The social status of an applicant can usually be determined 
from the character of the neighborhood in which he lives, his 
nationality, church membership and the business occupations 
of his parents. The economic status can usually be deter¬ 
mined from the occupation of the father, the members of the 
family and the nature of the occupations in which the appli¬ 
cant has been engaged. The permanence of the applicant’s 
address and of his church relationships and his occupations 
is usually very significant. 

The educational equipment can be determined by the char¬ 
acter of the school which was attended and the length of the 
schooling. It will be well for counsellors at the beginning of 
this work to make an effort to secure confidential informa¬ 
tion from some competent person regarding the relative value 
of the training vdiich is given by the different educational in¬ 
stitutions in his locality. It is generally true that a school 
located in a neighborhood which is made up of the floating 
elements of the population cannot maintain as high a stand¬ 
ard as a public school which is located in a neighborhood in 
which the population is more stable. 

A man’s mental ability can be judged somewhat by com¬ 
paring the school grade which he had attained at the time of 
leaving school with his age at that time. The average nor¬ 
mal boy finishes the elementary school at about 14, high school 
at 18 and graduates from college at 22. Where the candi¬ 
date shows that he was retarded in school, inquiry should be 
made to determine whether the retardation was due to sick¬ 
ness or to the lack of industry or mental capacity. The edu¬ 
cational equipment and industrial stability of the applicant 
can he determined by the nature and the character of his 
recreations, his special interests and his previous occupations, 
and his vocational ambitions. In general, it may be stated 
that the psychological effect upon the applicant of filling out 
this “Self-analysis Blank” is of more value than the informa¬ 
tion which is contained on the blank. 

The Psychological Test 

The experienced interviewer will endeavor to size up his 
candidate not for the purpose of pronouncing judgnient upon 
him but in order that he may impart sensible advice. His 
judgments will deal with the physical, intellectual and moral 
powers of the candidate. It is well for tlie counsellor to 
have on his desk a table of normal weights and measure¬ 
ments. If the candidate is of normal weight and size and 
his Ic',! its indicate that he takes little interest in athletics or 
physical exercise, it might be well to require an examination 
by the physical director. Usually a test for lung capacity 
and strength of grip combined with information regarding the 
Aveight and size of a candidate ought to be sufficient to deter¬ 
mine a candidate’s physical fitness for ordinary occupations. 
There are some occupations for which special tests are re¬ 
quired. It is well for the interviewer to have on the walls 
of his office at the proper distance from the candidate, a card 
Containing printed letters of different sizes, such as optome¬ 
trists use for testing the eyes. Color blindness is a handicap 
which will exclude workers from practically all railroad occu¬ 
pations. Normal hearing is very essential to success in many 
lines of work. The defects of hearing are usually determined 
by measuring the distance from the ear, first on the right 
side and then on the left, at which the ticking of a watch 
becomes audible. Any text book on school hygiene will give 
information about using these more simple tests. 


Judgments of the mental capacity of an individual must be 
very cautiously made, unless they are based upon lengthy 
examinations. A great many tests have been proposed in re¬ 
cent years but very few of them have been found entirely 
satisfactory. A copy of Ayer’s Handwriting Scale is a good 
tiling for the interviewer to have on his desk. The rating of 
an applicants’ handwriting as shown by this scale furnishes an 
index to his capacity for taking pains and forming systematic 
habits. 

The applicant’s spending and saving habits and his recrea¬ 
tions furnish an index to his reliability in positions involving 
financial responsibility. 

The interview with the applicant should be as informal as 
possible. It is generally better for the interviewer to record 
his impressions after the interview than in the presence of 
the applicant. 

Perhaps the greatest service which can be rendered, is in 
helping vacillating young people to set definite goals for 
themselves. They will accept Avith more confidence, the pre¬ 
scriptions which are made after an extended consideration 
than one which is expressed off hand. 

Every interviewer will recall consultations which he has 
had Avith his pliysicians, in which the doctor proceeded with 
greatest deliberation in making a diagnosis of what turned 
out afterwards to be a trifling disorder. The patient’s confi¬ 
dence in the value of the prescription is greatly increased by 
the deliberate action of the physician. Reputable men find 
that elements of mystery in such proceedings have a psy¬ 
chological value. 

The Classification of Applicant 

The candidate may need information about preparing for 
an occupation that is new to him or for increasing his equip¬ 
ment in an occupation in which he is engaged. In either case, 
it is desirable to lead him to such a full appreciation of the 
importance of the occupation and such a fair statement of 
the prospects that will stimulate him to make the most thor¬ 
ough preparation. 

The next step will be for the interviewer to consult his 
indexed list of schools and colleges for information about all 
of the courses of instruction which are accessible to him. In 
all of these cases, it is desirable to have the applicant feel 
tli;it he is making his own selections of the several alternatives 
Avhich are- open to him. 

If the applicant in his self-analysis blank gives evidence of 
a general dissatisfaction with the work in which he has been 
employed and expresses a preference for some particular kind 
of work, the matter requires most careful consideration. The 
absence of strong arguments for changing is a good reason 
for not doing so. A great deal of the industrial unrest is due 
to the fact that men are more familiar with the discourage¬ 
ments of their own occupations than they are with the ob¬ 
stacles which others must overcome. The very deficiencies 
which hinder progress in one occupation are likely to prove 
hindrances in others. The first step is to determine Avhether 
it is not easier to overcome knoAvn obstacles than to enter a 
new field, or to try to discover for the discouraged worker 
some attractive prospects along the lines of his oAvn occupa¬ 
tion or some related occupation in which he can use his pre¬ 
vious experience. If, however, this is not possible, then the 
subsequent proceedings will be the same as in the case of 
those who come to the counsellor without any fixed ambition. 

It may appear during the course of the intervicAV that the 


C4 


BEGINNING IN OCCUPATIONAL GUIDANCE 


candidate has some well defined aims. The timidity of some 
and the complexities of industrial life make men hesitate be¬ 
fore undertaking an apparently reasonable course of business 
conduct. It is of great value to them to he permitted to 
expound their plans to some one. This serves to clarify their 
own visions. If the hearer takes a neutral attitude at the 
outset or even a negative position, the applicant’s opinion 
becomes strengthened by his own arguments. 

In dealing with those who are unable to select definite aims 
for themselves, it is desirable to have a much greater familiar¬ 
ity with the applicant, so that the interviewer may be able 
to place him in some definite group. Many attempts have 
been made to classify people with reference to their voca¬ 
tional aptitudes. None of these schemes of classification have 
been found entirely satisfactory. 

A French psychologist suggests a four-fold classification 
for this purpose: vegetative, imitative, inventive and execu¬ 
tive. The members of the first class act only in response to 
external stimuli. They are content to follow a prescribed 
daily routine which brings them a fair degree of comfort. 
Most of those who have been retarded in their schooling be¬ 
long to this class. Such people will work well only under the 
immediate direction of some one else. In the second class, 
you will find people who are ready and willing, but they lack 
originality and initiative. They will not require so much super¬ 
vision as the first class, but they will be most useful in the 
service of others or in some occupation in which custom has 
established a fairly well defined routine. 

If the educational record shows that the applicant has been 
active of his owm volition in social and athletic organizations, 
it may be assumed that he has some latent capacities for 
leadership. These capacities for leadership have about the 
same opportunity for finding profitable use whether in factory 
work, in skilled work or in commercial occupations. If a 
young man is able to complete his high school course by the 
time he is 16 or 17 years old wuth a good school record, has 
a fondness for books, his professional ambitions will likely 
manifest themselves at a very early date. Many of these 
young men who desire to enter the professions cannot afford 
to continue their schooling long enough to meet the require¬ 
ments in the older professions. It is well to remind such that 
the opportunities in the business professions and the pros¬ 
pects are as promising as in the older professions and that 
preparation for the business professions can be made through 
a careful combination or alternation of schooling and em- 
plojunent. 

In dealing with young people, a warning should be given 
that the inertia which is so often the characteristic of boys 
of the adolescent age should not always be interpreted as in¬ 
dicating a lack of latent capacity for executive work. 

It is surprising how much information a skillful examiner 
may secure in a very brief space of time. Under the pretext 
of testing a young man’s spelling ability the writer has been 
accustomed to ask him to write in one minute the names of 
ten articles, exclusive of clothing and food, which had been 
purchased during the month preceding the interview. The 
list is usually a revelation of the candidate’s dominant in¬ 
terests or his lack of any such interests. Under the pretext 
of discovering the extent of an applicant’s experience in filing, 
the writer has also been in the habit of handing a candidate 
ten filing cards with the request to write on each card the 
name and to indicate the character of a public meeting, social 
function or entertainment which had been attended during 


the preceding year, and then to arrange the cards for filing. 
A time limit is specified for the occupation, so that the can¬ 
didate does not stop to deliberate. Brief questions concern¬ 
ing a candidate’s laboratory work in school or in college, his 
preferences for particular makes of tools in shop work, his 
opinions of different types of automobiles will lead to con¬ 
versations which reveal special interests and inclinations and 
analytical capacities. 

Making a Prescription 

After a definite vocational purpose has been established 
and the candidate has time and means to undertake his prepa¬ 
ration, it is comparatively easy to prescribe educational 
courses. If, on the other hand, a candidate has been assisted 
in fixing a definite ultimate objective and he finds that while 
he is qualifying himself for entering a vocation at some re¬ 
mote time, it is necessary for him to support himself, then 
the question of making prescriptions should be approached in 
a somewhat different way. It is not wise to recommend to 
a person, with limited supplies, a long voyage which has no 
stopping places between the points of departure and the final 
port. For such persons, it is much wiser to advise them to 
undertake educational training which increases their market 
value even if the training course is interrupted before com¬ 
pletion. In planning for people of this sort, one must con¬ 
sider available opportunities as well as the vocational capac¬ 
ities and ambitions of the candidate. The employment which 
is prescribed in this case, is employment which is to provide 
some experiences which lead directly to the ultimate aim, or 
employments which will bring the largest possible returns so 
as to permit an alternation of periods of work and training. 
In the first case, the matter of earnings is a secondary con¬ 
sideration and in the latter case, it is of prime importance. 

Speaking then in general terms, the mature man whose 
education has not been continued beyond the general training 
of the elementary schools must be content to accept manual 
labor, messenger service, routine office work, work in trans¬ 
portation by land or water or employment as a watchman. 
Such employments may be accepted as a means of support 
while the worker prepares himself for more promising occu¬ 
pations. 

If a mature man with such an education finds that he has 
special aptitudes towards mechanical lines, he should be en¬ 
couraged to seek a position as a helper to a skilled tradesman 
rather than to enter factory work. Such men should be espe¬ 
cially encouraged to take courses in science and mathematics 
as applied to the trade which they wish to learn. A precau¬ 
tion must be observed in this place. Recent industrial changes 
have brought about a diminishing demand for skilled men in 
some lines. For instance, the number of upholsterers and 
cabinet makers and blacksmiths is decreasing and it is well 
enough for the adviser to make a somewhat careful study 
of the ratio of the supply and the demand for specially trained 
men in his own locality. It might be said about the man who 
secures a high degree of special training, that if he cannot 
find employment in one locality he can in another, but on the 
other hand, one of the purposes that the social engineer has 
in view is to increase social stability as well as industrial 
stability. 

The applicant who has completed the elementary school 
course and who finds himself at a mature age with some 
record of regularity and dependability may expect somewhat 
better prospects in the factory occupations which are open 


BEGINNING IN OCCUPATIONAL GUIDANCE 


C5 


on all sides. Those who enter these factory occupations in 
order to support themselves while they are preparing for 
promising prospects should he advised to consider one of 
three lines. They may inform themselves on the technical 
side of their industry through reading or by taking instruc¬ 
tion in the science relating to the industry in which they 
are engaged. If they are mechanically inclined they may pre¬ 
pare themselves to undertake the supervision and repair of 
the mechanical equipment of the industry in which they are 
employed. If successful in their social relations and in their 
dealings with other men, they may take special courses to 
prepare them for handling and supervising the men in these 
same industries. 

If the man who comes has an elementary education and has 
upon arriving at maturity discovered that he has some in¬ 
dependence of character and a capacity for leadership and 
can command financial resources, he may well plan to estab¬ 
lish himself in business. If he has special mechanical apti¬ 
tudes he may look forward towards conducting a business 
relating to the skilled trades or any repair work. If he is 
successful in adapting himself to men and in social relations 
generally, he may well plan for retail business or prepare for 
some commercial line of work. The courses of study which 
are to be recommended in the way of preparation for these 
independent business undertakings will be evident to any 
well-informed counsellor. 

The Federal Bureau of Labor at Washington has prepared 
a series of pamphlets on occupations in which the special apti¬ 
tudes have been carefully enumerated. These bulletins will 
be found in public libraries generally and counsellors may 
do well to study these with some care. 

After the interview has been held and the vocation blank 
has been examined and a definite plan has been agreed upon, 
it is well then for the interviewer to dictate to the stenog¬ 
rapher in the presence of the applicant a brief statement 
setting forth the details of the plan and enumerating the 
recommendations which have been made in the way of con¬ 
tinued education and successive employments. A copy of this 
plan should be furnished to the applicant and a copy should 
be filed. 

' Success in any undertaking depends upon the persistence 
with which a definite plan is followed. This persistence will 
be insured if every possible effort is made to increase the 
applicant’s confidence in the value of the plan which has been 
agreed upon. It will materially assist in strengthening his 
confidence if he is asked to take his plan to some persons who 
are familiar with the requirements in the occupation for which 
he is to prepare himself. Such an interview should be ar¬ 
ranged for by the counsellor and it is desirable to have this 
business or professional man with whom the interview is to 
be had furnished with some directions for conducting this 
interview. It is equally desirable after the plan has been 
agreed upon that arrangements should be made for occa¬ 
sional interviews with the counsellor. Through these inter¬ 
views and by other follow-up methods which readily suggest 
themselves, it is possible for the counsellor to keep a check 
upon his own methods and to determine the value of his 
prescriptions. It is very desirable that this follow-up system 
should be carried on for an extended period. Educational 
efficiency is a product of slow growth. The efficient worker 
is found only after a number of years of well planned ex¬ 
periences. The object of this whole process is to develop the 
maximum vocational capacities of the applicants for advice. 


The value of the advice can be determined only after a suffi¬ 
cient period has elapsed to give opportunity for develop¬ 
ment. The itinerant counsellor who has a chance to get away 
from the locality before his patients have had an opportunity 
to try his prescriptions of course is less concerned about a 
follow-up system for checking up the results of his work. 

It is well then for the counsellor to have a progress card. 
This card may be in the form of a 5x7 filing card. 

Form for Progress Card 

Name of applicant.No. 

Date of application. 

Date of interview with the adviser. 

Date of interview with the business counsellor. 


Date of interview with physical director 


Date of interview with educational secretary 


. Date of interview with the employment office 


Final plan completed. 

Follow-up consultations . 

Additional items may be entered upon the back of this 
card. In a large office, there is some advantage in having 
progress cards of different colors, so that the men who are 
recommended to take educational courses may be represented 
by cards of a special color to distinguish them from men who 
are recommended to the employment service. A white card 
may he used for those persons whose plans are completed at 
the first interview. The folders containing the application 
blanks and other papers referring to the individuals consid¬ 
ered may be arranged in numerical order and these progress 
cards arranged in alphabetical order may serve as an index 
to the filing cases containing the complete records. 

The Employment Service 

Whether the director of an employment office is to under¬ 
take ‘the additional function of making a scientific appraisal 
of the vocational aptitudes of his applicants and their de¬ 
ficiencies so that he may prescribe the proper educational 
courses, or whether the vocational counsellor is called upon 
to develop an employment service to meet the needs of his 
clients it is important to have clearly in mind the scope and 
limitations of such a service and the usual methods of con¬ 
ducting it. 

Early in the nineteenth century Joseph Warren of Cincin¬ 
nati organized a public market for those who had nothing to 
















C6 


BEGINNING IN OCCUPATIONAL GUIDANCE 


sell but their time and energy. Robert Owen, an Englisli 
social reformer, had liis attention attracted to this effort, 
l^pon his return to England he established a labor exchange 
as a philanthropic enterprise. Similar exchanges were es¬ 
tablished in otlier parts of England. Commercial employ¬ 
ment offices followed. About 1890 publicly supported free 
offices were established almost simultaneously in Great Britain, 
German}' and the United States. Soon we had all of the 
different tj'pes of such offices in operation in these countries 
and some of the types - in other countries. Some were state 
suppoi ted offices which served both workers and employers 
free of charge; others were municipal offices; some were man¬ 
aged by voluntary associations but wholly or partly supported 
by state or municipal appropriations. Some offices were man¬ 
aged and supported by employers’ associations to counter¬ 
act the influences of offices supported by trades unions for 
the exclusive use of their members. 

The Young Men’s Christian Association entered this field 
at a very early period of its campaign for improving the ma¬ 
terial and moral well-being of its members and others. 

Co-incident with the rapid increase in public and semi¬ 
public agencies there has been a corresponding increase in 
private and philantliropic offices. In the United States in 1919 
fully 10,000 persons were employed in connection with these 
public and private offices. The aggregate number of place¬ 
ments has reached very large numbers. The Federal-state- 
municipal free offices of the United States reported for 1918 
over three million placements. In tlie same year the British 
offices reached over a million and a half. There are no official 
records of the work done by other agencies but in 1918 with 
11 free public offices in California, there were 221 pay offices 
in operation. These figures are large but when the size of 
the wage-earning population and the known large labor turn¬ 
over are considered it will be readily seen that we have not 
yet touched effectively the problem of the systematic distri¬ 
bution of labor. 

It is a big problem and public appropriations are so limited 
that it is not likely that the public offices will hinder the 
growth of privately supported enterprises. Heretofore the 
work of the public offices was confined almost exclusively to 
the service of the laboring and semi-skilled classes and most 
of the work for the educated and the specially trained has 
been done by private agencies. This is likely to continue. 

This conclusion becomes more evident as one considers the 
relative costs of the service performed by the two classes of 
agencies. In 1917, the cost per placement as reported by 
the public offices of Connecticut was 30 cents; in California 
in 1916 it was 75 cents; the cost as reported by an employers’ 
association which sejwed skilled and semi-skilled and labor- 
ing elements was 67 cents. The average cost per placement 
as reported by the private offices of California for 1916 was 
$2.25 and the average cost of a well-managed Y. M. C. A. 
office in one of our eastern cities, handling clerical and sales 
people almost exclusively was in 1919, $3.50. 

The time has arrived for more effective community service 
in those fields which are not likely to be touched by the 
free public offices. The Y. M. C. A. is favorably situated for 
doing work of this kind with discrimination. 

It is generally assumed that in prosperous times, employ¬ 
ment offices fail to meet the needs of employers because they 
cannot supply the workers when there is a scarcity of lalwr. 
The fact is overlooked that at all times there are new re¬ 
cruits for the labor market and at all times there are those 


who are underemployed and are ready for promotion. An 
office which facilitates the ready employment of these new 
recruits and assists the under-employed in finding use for 
their best aptitudes performs a useful public service. Ever 
oj)en avenues to advancement are sure to stimulate increased 
efficiency. 

It is also assumed that in slack periods, employment agencies 
fail to serve labor because they cannot create jobs. An 
efficient selling agent can make a market for any useful 
article. 

The Daily Routine of an Employment Office 

The observations recorded here were made in a commercial 
employment office of an industrial city. 

The director was at his desk at 8 o’clock when the visitor 
arrived. He stated that more calls for help are received 
over the telephone before 8 than at any other hour; that in 
the shops and to some extent in offices the first intimations 
which a manager has of a vacancy is when a worker fails to 
appear in the morning. The assistant who received these 
telephone calls was trained to obtain very detailed specifica¬ 
tions regarding the kind of help which was wanted and was 
particularly insistent in knowing what wages were to be paid. 

These telephone calls, and calls which came by mail, were 
recorded on duplicate 5x7 printed forms and indexed by oc¬ 
cupations and by firms. “Dead files” were consulted for in¬ 
formation about former dealings with the firms making the 
calls. 

I he director of the office examined the applicants. The 
first applicant on the particular morning was looking for a 
position as a chauffeur. He had his license with him and 
satisfactory letters from former employers. The director held 
an informal discussion with him about the relative merits 
of various makes of cars, ending up with some reference to 
the unreasonableness of traffic policemen. It was an adroitly 
managed conversation designed to bring out the applicant’s 
knowledge and to induce him to talk about any mishaps which 
he had experienced. The man showed up well in the test. 
He was turned over to an assistant who helped him to make 
out his registration blank, gave him a receipt for the regis¬ 
tration fee and consulted the help wanted files for a likely 
opening. 

By the time the director had finished his interview with 
the second applicant, he had on his desk tlie registration 
blank of the chauffeur, a call from an employer which had 
been reported by a field vmrker the day before, and a properly 
filled out introduction form with a detachable reply card for 
the employer’s report of the result of the interview. The 
introduction was signed, the applicant was informed of con¬ 
ditions and terms which he might expect and sent off to 
interview the prospective employer. He was especially re¬ 
quested to report by telephone the result of the interview. 

The office assistant made an entry on the applicant’s alpha¬ 
betical index card of the date and place to which he was 
sent, and also on the employer’s call card of the date and 
the applicant’s name. The applicant’s card and the call card 
were then removed from the “live” index, both placed in 
separate drawers pending information regarding the negotia¬ 
tions. If this resulted jin a placement, the occupation card, 
the personal card and the call card were placed in the “dead” 
files; an entry was made in the charge register; a form letter 
was mailed to the applicant informing him of the amount of 



BEGINNING IN OCCUPATIONAL GUIDANCE 


commission claimed, and when and where payments could 
^be made. 

1 he second applicant of the day was a school boy who was 
seeking office work. The assistant helped him to fill out his 
registration blank after which the director interviewed him. 
The boy was impressed with the importance of having evidence 
of his qualificaticns. He was advised to bring an official 
transcript of his school record. After the boy had started 
on this errand, the assistant was instructed to call up the 
men whom the boy had given as references and also the 
principal of his school. 

, By the time the boy had returned the director was able 
to ni^e a reasonably fair estimate of his qualifications. He 
was.given a letter of introduction to the manager of an in¬ 
surance office. Upon leaving, the importance of continuing his 
schooling was impressed upon him. 

« About 4 o’clock in the afternoon, a list of unplaced candi¬ 
dates was prepared for the use of the field workers who re¬ 
ceived their “prospects” for the next day when they came in 
with their daily reports. This office had one man in the field 
to visit offices and stores and one to visit shops and factories. 

The director stated that when unfilled urgent calls ac¬ 
cumulated it was the custom with the employment offices to 
distribute such calls among other offices in the city and that 
when the waiting list became too long, classified mimeo¬ 
graphed lists of available men were mailed to employers. 

The thing which impressed the visitor was that this was 
a selling office; that the men in charge were not content to 
select candidates for chance calls for help from a chance 
accumulation of registration cards. Ifittle time was wasted 
by the office force in interviewing men from whom later no 
commissions could be collected because such men were never 
placed. 

As might be expected prompt service of this kind recom¬ 
mended itself to public favor. The employer by using this 
office had at his command the services of a trained man to 
sort out the available material in the market; the applicant 
could well alford the rather large fees, because the service 
reduced his period of unemployment between jobs and be¬ 
cause the experienced judgment of the office in regard to his 
market value and the fairness of the terms and conditions 
saved him from spending time in trying out jobs for which 
he was unsuited. 

The manager of the office under consideration set forth as 
his ideal of a commercial and industrial employment office, an 
office so organized that it would be able to serve the employ¬ 
ing public in the same way that the civil service examiners 
of a state or a municipality serve the departments of the 
government. That such an office should have men who are 
qualified to make such a thorough examination of the quali¬ 
fications of applicants as to insure the confidence of the em¬ 
ploying public in the ratings which are given to candidates for 
employment. This new conception of the functions of an em¬ 
ployment office will tend to attract to this work a much higher 
grade of men and women than those which have heretofore 
taken it up. 

The director of this particular office was an experienced 
personnel man. 

The filing systems of emplojmient agencies need to be more 
complex than for vocation offices. Applications and corres¬ 
pondence may be filed numerically in correspondence folders 
to which the alphabetical card file is an index. These appli¬ 
cants for work should be indexed by occupations as well as 


C 7 

alphabetically. Wlien an applicant is found qualified for 
several different occupations, separate cards should be made 
for each occupation. Calls for help should likewise be indexed 
alphabetically by firms and by occupations. 

The card of introduction which is sent with the applicant 
to the prospective employer should have attached to it a 
printed form on which the employer may notify the office that 
the man has been engaged. 

An Accounting System 

It is hoped that the inauguration of the machinery for 
rendering this Readjustment Service in the present emergency 
will prove so helpful that this Service will become permanently 
established in many centers where it is not now offered. 

There are very few of our larger cities in which a service 
of this kind can not be made self-supporting. There are, 
in every city, many parents who find it difficult to examine 
into the relative advantages of the educational facilities vffiich 
are accessible to their sons; and there are many young men 
who have come to a peri-d of awakening which compels them 
to select training courses yvithout having at their command 
the information upon which to base wise judgments. More 
and more in our complex commercial and industrial life 
thoughtful young men are beginning to realize that if they 
expect to accomplish anything worth while they must plan 
their lives in accordance with very detailed plans. 

Many young men find themselves with such poor prospects 
that they are forced to make new starts in life. Some of 
these young men have such economic burdens that it becomes 
necessary for them to make a new start under the most dis¬ 
couraging conditions. The continued presence and the urgency 
of all the various needs of this kind have brought to the 
front many commercial projects which have exploited these 
needs. 

In any scheme for social service provisions should be made 
for meeting the wants of these several classes. This service 
will develop more satisfactorily if it is self-supporting or 
endowed than if dependent upon the changing humors of the 
public. 

If the appointments for occupational guidance are made 
in the general office of the Association the fees should be 
paid in that office and credited to the department: where 
the separate Employment Department keeps its own accounts 
a percentage of the income which is derived from the place¬ 
ment of candidates who are referred to the employmient office 
by the occupational counsellor should be credited to the 
Occupatirnal Guidance Department. 

There will be some Associations in which it will be neces¬ 
sary to create employment departments, and, it may well be 
stated in this connection that in planning a department of 
this Kind care should be used in installing a proper accounting 
system. 

The usual forms prescribe a duplicated page receipt book 
from whicli the payment of registration fees are posted. The 
payment of this fee is also noted on the application blank. 
A duplicated page receipt book may also be used for keeping 
a record of the commissions which are paid. 

When notice of a placement is received the name of the 
applicant is placed in the proper column in the Placement 
Register and following the name is a column for wages and 
another column for the commission and successive columns 
to which dates and amounts of the installments on the com- 


C8 


BEGINNING IN OCCUPATIONAL GUIDANCE 


missions may be posted from the stubs in the receipt book 
or from the carbon duplicates of the receipts. 

Copies and samples of all the forms and papers referred 
to in this section may be obtained from the Bureau of 
Occupational Guidance, Room 410, 347 Madison Ave., New 
York. Materials will be supplied to Associations at cost of 
manufacture and handling. 

Helpful Literature 

Barrett, Charles R. “Getting a Good Job.” American Tech¬ 
nical Society. Contains systematic directions for finding 
opportunities and approaching employers. 

Kelley, R. W. “Hiring the Worker.” Engineering Magazine 
Co. 1918. 

Slichter, S. H. “The Factory I.abor Turnover.” Appletons. 
1919. 

These two books deal with the methods of employment 
management. 


Bureau of Education, Washington, D. C. Bulletins Nos. 19 
and 24 of 1918. These deal with vocational guidance 
problems. 

Bureau of Labor, Washington, D. C. Bulletins Nos. 109, 192, 
196, 202, 220, 227, 241, 247. These deal with employment 
problems. 

Bureau of Labor, Washington, D. C. “Descriptions of Occupa¬ 
tions.” A full series describing the requirements for dif¬ 
ferent kinds of work in the various occupations. 

Bureau of Labor, Washington D. C. Bulletins Nos. 177, 153, 
190, 214, 229. These bulletins relate to wages and hours 
of labor. 

Boy Scouts of America, 200 Fifth Ave., New York. Short 
bulletins containing useful information about each of the 
following occupations: Art, Architecture, Blacksmithing, 
Busines.s, Chemistry, Leather Making, Machinery, Print¬ 
ing, Painting, Photography, Sculpture. Others are being 
added. 


Occupational Guidance 

SELF ANALYSIS 
BLANK 







PRICE: 100, $2.50 

ASSOCIATION PRESS 

347 Madison Avenue, New York 






























Section I. PERSONAL HISTORY 


1. ..Ajfe. 

2. Home Address.-. 

3. Where “born and brought up” . . 

4. Nationality of father and mother .. 

5. Is your family Catholic, Protestant or Hebrew... 

Are you a member of the church. 

6. Are both parents living; if not, which is living.. 

7. Business occupations of father and other male members of family 


8. What is your present work.. 

9. Like it or dislike it...—.-.—.»“d why. 

10. How did you happen to quit school...- 

At what grade did you finish. . 

11. How many years at work. . .-. 

12. What was the weekly wage of your first job .. 

13. What do you get per week now.. .. ... 

14. How many different jobs have you had since leaving school------- 

15. Do you attend either night school or part time day school..... 

16. Do you do any kind of studying now ? Such as 

General reading.. Vocational or self-help reading--- Public night school.. 


Private night school. Y. M. C. A. night school--- Correspondence Course . 

17. Do you have opportunity to study in the daytime.... ........ 

18. Do you have any system of saving ? Bank account.. . Insurance- .. -Investment.. 

19. Lost how much time recently from ill-health.... 

20. Do you have any habits which you feel hold you back from success.. .. 

Would you like help or suggestions about avoiding or overcoming certain habits or temptations ... 

21. What is the nature of your employer’s business.—....-. . 


Section II. PERSONAL CHARACTERISTICS. 

“To thine own self be true, and it must follow, as the 
night the day, thou const not then be false to any man." 

FACTS TO CONSIDER ABOUT ONESELF. 

1. Am I independent and self-reliant; do I like best to lead or am I happier when someone else leads and I follow and 










































TKink it over like this,— 

Would I rather he captain, the directing head. . . .V-- 

Or, would I just as soon he a lieutenant with some leadership hut not too much responsibility; managing some 

part of an enterprise . _ .- . _ i \ j i i J L 

Or, would I rather work at the joh (in ^ames, organizations or daily work) and let someone else do the 

worrying, that is, he the mechanic or the salesman doing the actual work .. .. .. 

2. Am I naturally obedient, following instructions readily- ---- or do I like pretty much to rely on 

my own judgment- ... . 

(Answer honestly, both kinds of hoys are useful in many enterprises) 

3. Is it easy or difficult to make my mind stick to a particular thing at a particular time. .. 

4. Am I a team man, can I cooperate .-.-.-...-. . 

5. Can I work with most any kind of people -- —What sort of person annoys me most . 

6. Do I make a strong hnish or quit easily . 

7. Thinking it over carefully, would I rate myself as extra good, fair or poor on the following matters: 

Extra Good Fair Poor 

(Cbeck under one of these for each quality in the list) 

Carefulness (Conscientious attention to details) .-..... ..-.. 

Punctuality (Being on time) .-. . . 

Honesty (Acting on the square, not a little lax) —. ..-. . 

Hopefulness (Courageous rather than gloomy) .-.-. - . 

Energy (Having drive and punch) .....---- -.-.. 

Persistency (Stick-to-itiveness) .. ---—.-.-.-. 

Enthusiasm (Having vision, also push) . .. .- . . 

Self Confidence (Not overly dependent on others) ...-.-.-. 

Thrift (Saving, not being an easy spender) ..... . 


Section III. AMBITIONS AND INTERESTS. 


What do you like best for amusements (check two or more or add others). 

Music Basket Ball Hiking (boys only) 

Theaters Baseball Parties and Picnics 

Gymnasium FootbaU (ghrls included) 

Track Athletics Swimming Dancing 


2. Check the subjects in which you took the greatest interest while at school 
(Mark N. G. any one study you particularly disliked.) 


Reading 

Kinds of Literature 

Chemistry 

Physiology 



Composition 
Geography 
Declamation 
Debate 
Algebra 
Physics 

Manual Training 


Grammar 

History 

Drawing 

Arithmetic 

Geometry 

Botany 

Trade Courses 


Boating 

Camping 

Tennis 





















































Section 111. AMBITIONS AND INTERESTS (continued) 

3. Of all tKe books you bave read, wbicb two or three do you like best 


4. Wbat matfaxine do you enjoy most . ..... 

5. Wbat kind of moving pictures do you like.........— 

6. If you could start in at once to follow just tbe occupation you now tbink you would like, wbat would be your 

choice ...... 

7. Do you think you bave reasonably ^ood qualifications for this kind of work- .. - -- . . 

8. Are you willing to sacrifice a little present pleasure in time and money to fit yourself for better things in the 

future... .-. .....—. . 

9. What do you consider the prospects of rising to a permanent and worth while position where you now work 


10. Are you especially interested in any one or more of the following occupations: 


LITERARY 

AND 

HUMANIC 


Lawyer 

Teacher 

Minister 

Author 

Newspaper Man 
Social Worker 
Y. M. C. A. Work 

Missionary Work 
Playground Director 
Charity Worker, etc. 


ARTISTIC 


Interior Decorating 
Industrial Designing 
Textiles 

Carpets and Rugs 
Linoleum 
Wall Paper 
Map Making, etc. 

Pottery Decoration 

Magazine and Book Illustration 

Cartooning 

Music and Music Teaching 
Acting 

Legitimate Stage 
Photo Playing 
Painting 
Sculpture 


SaENTIFIC 

AND 

MECHANICAL 


Physician 

Druggist 

Dentist 

Forestry 

Chemist 

Chauffeur 

Auto Mechanic 

Civil Engineer 

Structural Engineer 

Mechanical Engineer 

Electrical Engineer 

Railroading 

Agriculture 

Plumbing and Steam Fitting 
Building Engineer 


Machinist 

Telephone Wireman 

Electrician 

Architect 

Building Contractor 
Draftsman 
Survey or 
Mining Supt. 
Carpentry 
Wood Working 
Stone Mason 
Brick Laying 
Sheet Metal 
Merchant Marine 
Painter 


MANAGERIAL 

AND 

COMMERCIAL 


Merchant 

Broker 

Banker 

Manufacturer 

Insurance 

Traveling Salesman 
Advertising 
Bookkeeping 
Stenography 

Certified Public Accountant 
Civil Service 
R. R. Mail Clerk 


Can you give any outstanding reason for these particular selections- 


Have your parents or friends ever suggested to you any life work which they think you should follow 






















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